Part 1 - Open to the Public ITEM NO.
REPORT OF DEPUTY CITY MAYOR
TO COUNCIL ON 16 MAY 2018
TITLE: Boundary review – Council Size
RECOMMENDATIONS:
That Council endorse the draft submission attached.
EXECUTIVE SUMMARY:
This report outlines the purpose of the boundary review, its timetable and introduces the submission.
BACKGROUND DOCUMENTS:
Local Government Boundary Commission for England, technical guidance http://s3-eu-west-2.amazonaws.com/lgbce/data/assets/pdf_file/0006/10410/techincal- guidance-2014.pdf
KEY DECISION: NO
DETAILS:
1.0 Reason for the boundary review 1.1 The Local Government Boundary Commission for England ’s (LGBCE) review of Salford’s council size started in 2018 with all out elections due to take place in 2020. 1.2 The review was triggered due to the number of wards with electoral imbalances across the city, and therefore an unfair representation at local government elections. In five of the 20 wards, the size of electorate has a variance greater than +/- 10% compared to the average; in Ordsall the variance is 33%.
Timetable
2.0 The LGBCE briefed councillors on the imminent electoral review before a meeting of Council on 15 November 2017. The review starts with submissions on council size, in terms of the total number of wards and total number of councillors, being made to the LGBCE by the council and other political groups. The deadline for submissions is end of May 2018. 2.1 The LGBCE will analyse the submissions on council size and then open a period of consultation on warding patterns lasting until the end of September 2018. The LGBCE will ask for views on: · the number of and names of wards or divisions; · where the boundaries between wards or divisions should lie; and · the number of councillors for each ward or division. 2.2 The feedback received will then shape the LGBCE’s draft recommendations for new electoral arrangements. The LGBCE will make draft recommendations on the number of wards and councillors based on the submissions and feedback from the consultation. 2.3 There will be another consultation period from November through to the end of January 2019 to gain feedback on what the public think of the LGBCE’s plans for Salford. If there is strong evidence against the proposals then the LGBCE may alter their recommendations. If these alterations are significant and the LGBCE lacks sufficient evidence of local opinion on these alterations, it will then reopen consultation on revised draft recommendations. In cases where additional consultation is required it is often limited to a specific geographical area of the local authority. 2.4 The LGBCE will then issue their final recommendations on council size. These recommendations will then be put before Parliament to be made law.
3.0 Council size submission 3.1 The attached draft submission was endorsed at Cabinet on 8 May and Cabinet recommends that Council agree that it is adopted as the Council’s formal submission to the LGBCE. It provides the LGBCE with a view on the appropriate council size and supporting evidence across the following three broad areas (as stated in the LGBCE guidance on council size for local authority elected members and staff): · Governance and decision making – determining the role of councillors in decision making, and how work and responsibilities are distributed across the council. · Scrutiny functions – the role of councillors in holding decision makers to account and to ensure that the council can discharge its responsibilities to outside bodies. · Representative role of councillors – assessing how councillors represent and provide leadership in their communities and how this affects workload and responsibilities. 3.2 This document does not cover ward boundaries as this will be considered later on in the process.
3.3 The development of the attached draft has been overseen by a small working group comprising both Deputy City Mayor’s, Cllr Jolley (Chair of Overview and Scrutiny), and Cllr’s Walsh, Lancaster and Ferguson. The attached draft council size submission has been taken for approval through Cabinet and is presented to Council to become the Council’s formal submission .
KEY COUNCIL POLICIES: Salford City Council’s Constitution, City Mayor’s Scheme of Delegation
EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS: The ability of councillors to represent the residents of their ward effectively will be affected by the number of people they represent and the cohesion of the communities served. Changes to ward size and boundaries along with the number of councillors covering each ward will positively or negatively impact on that effectiveness.
ASSESSMENT OF RISK: N/a
LEGAL IMPLICATIONS Supplied by: N/a
FINANCIAL IMPLICATIONS: Councillors are paid allowances and in lead positions provided with officer support so increases or decreases to the number of councillors would have a financial impact.
PROCUREMENT IMPLICATIONS: NA
HR IMPLICATIONS Supplied by: N/a
OTHER DIRECTORATES CONSULTED: N/a
CONTACT OFFICERS: Jacquie Russell, Assistant Director Strategy and Policy, 0161 793 3577
WARDS TO WHICH REPORT RELATES: All
Council size submission May 2018
Electoral review of Salford City Council
Submission on council size, to be submitted to the local Government Boundary Commission for England
Council size submission May 2018
Contents
1 Introduction ...... 4
Methodology ...... 4
2 Salford: A Modern Global City ...... 6
3 Salford Today ...... 9
Population Growth...... 9
Continuing Population Growth ...... 10
An Increasingly Diverse City ...... 11
A City of Contrasts ...... 14
4 Governance and Decision Making ...... 17
Context ...... 17
A Directly Elected City Mayor ...... 17
The Council ...... 18
Leadership - Cabinet ...... 19
Leadership - Role of Lead Members ...... 19
The Role of a Councillor ...... 25
Regulatory Panels and Other Committees ...... 26
Greater Manchester and City Partnerships ...... 28
Council size submission May 2018
Other partnership working ...... 30
Community Decision Making ...... 31
5 Scrutiny Functions ...... 34
6 Representational Role of Councillors ...... 38
7 The Future – Changing Role for Council and Councillors ...... 40
Greater Manchester ...... 40
Growth and Working with Business...... 41
Health and Social Care Integrated Commissioning ...... 42
21st Century Councillor ...... 42
8 Conclusion and Recommendations ...... 44
Appendices
Appendix 1 Member Survey Questionnaire
Appendix 2 Forecasting Technical report
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1 Introduction
1.1 The Local Government Boundary Commission for England (LGBCE) review of Salford’s council size started in 2018, with all out elections due to take place in 2020.
1.2 The review was triggered due to the number of wards with electoral imbalances across the city, and therefore an unfair representation at local government elections. In five of the 20 wards, the size of electorate has a variance greater than +/- 10% compared to the average; in Ordsall the variance is 33%.
1.3 This document is Salford City Co uncil’s council size submission, which provides the LGBCE with the Council’s view on the appropriate council size and supporting evidence across the following three broad areas (as stated in the LGBCE guidance on council size for local authority elected members and staff):
· Governance and decision making – determining the role of councillors in decision making, and how work and responsibilities are distributed across the Council.
· Scrutiny functions – the role of councillors in holding decision makers to account and to ensure that the Council can discharge its responsibilities to outside bodies.
· Representative role of councillors – assessing how councillors represent and provide leadership in their communities and how this affects workload and responsibilities.
1.4 The document concludes that the size of the Council should remain at 60 councillors across 20 wards (3 members per ward).
Methodology
1.5 The development of this submission was led by a political steering group, chaired by the Statutory Deputy Mayor.
1.6 The submission draws on information from documentary sources such as the Council’s constitution, and from discussion with elected members and senior officers.
1.7 During March 2018, councillors were asked to complete a survey to better understand their workloads relating to governance and decision making, scrutiny, and the representative duties of councillors. The survey also sought to understand the way councillors work with the public and with partner organisations across the city. A copy of the survey is attached at Appendix 1.
1.8 The survey also asked councillors for their views on how their role had developed and changed over time.
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1.9 Forty eight councillors responded to the survey, an overall response rate of 80%. 90% of Labour Councillors responded to the survey.
1.10 Additionally, six councillors drawn from different roles also completed a more detailed journal that documented the demands on their time during a specific week in March 2018.
1.11 The findings from both the survey and completed journals are reported throughout this submission.
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2 Salford: A Modern Global City
2.1 Salford is a rejuvenated city. The decision in 1983 to invest in the transformation of the city’s industrial Docks began an extensive, long running and expansive programme of reimagining the canal side, creating what is now the Salford Quays – an international and national home for the arts, culture, waterside living and a new economy. The physical transformation of the Quays is not the only change in the city. Over the past decade other areas of the city have also undergone a physical transformation, the city’s economy has strengthened, support ed by the growth in key sectors, the population has continued to grow, and the quality of the arts, cultural, sporting and community offers is now world class.
2.2 The city now boasts a world class hospital, a leading university, and strong housing, cultural and leisure offers. All of these continue to attract a growing number of people to Salford.
2.3 There is more that can be done. There are ambitious plans to create a ‘Better and Fairer Salford’. The current exceptional levels of growth are supported by three of the strongest investment opportunities in the Greater Manchester region:
· City Centre Salford: the level of ambition in City Centre Salford is already evidenced by a strong development pipeline. Over the next 25 years there is the potential to grow significantly with up to 12,500 new jobs, 120,000 m 2 of employment floor space, 14,000 new homes and 20,000 new residents.
· The Quays and Media City UK: one of the UKs most successful regeneration projects, northern home to the BBC and ITV. Media City is one of the leading digital, creative and technology clusters in Europe. Future phases between now and 2030 will see further investment of up to £1bn, doubling the current size of Media City UK.
· Greater Manchester Western Gateway: exploiting the opportunity to create a tri-modal interchange that will transform the way goods are transported not just in the North West but across the Northern Powerhouse. Port Salford will be the UKs first tri-modal port facility with the potential to create up to 10,000 jobs as the major distribution hub comes on stream.
2.4 This unprecedented private and public investment over the last ten years is transforming Salford from its industrial roots. The population of Salford Quays, where MediaCityUK is based, has increased from 6,000 to 7,800 in just five years (2011 – 2016). Employment in Salford Quays has increased from 19,000 jobs in 2003 to 26,000 in 2016. As a result, more people than ever are choosing Salford as a place to live, work, invest and visit. Salford’s economy is growing well above regional and national averages and is outperforming both London and Manchester to become the UK’s hot spot for starting a new business. With a strong cultural and tourism offer, a renowned heritage and huge swathes of beautiful green spaces, the city has something for everyone.
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2.5 In addition to investment opportunities listed above, there are other significant developments such as –
· Royal Horticultural Society (RHS) Garden Bridgewater – due to open in 2019 as the RHS’s fifth garden in the country and with the potential to become the largest visitor attraction in Greater Manchester
· The Landing – in partnership with the Council, gives digital SMEs and micro- businesses a place to work alongside large media and technology organisations, allowing them to be part of and benefit from the rapidly growing community at MediaCityUK.
2.6 Driven by these and other investment opportunities, it is expected that Salford will continue to see economic and physical transformation across the city. Over the next decade, growth is expected to result in an additional 20,000 residents, a growth of 8%, well above both the Greater Manchester and national averages. GVA will grow by £2billion, with 15,000 new jobs created.
2.7 Despite this success – and the transform ation of the city’s economic future – Salford remains a city of contrasts. Salford is ranked 22 in the Index of Multiple Deprivation, and over a quarter of the city’s lower super output areas are in the most deprived 10% LSOAs nationally. Deprivation is concentrated in wards which cover Central Salford (also the area with some of the highest levels of growth) and in Little Hulton. Life expectancy for both men and women in the city remains lower than nationally, childhood obesity in the city is increasing and despite recent improvements around a quarter of children in Salford are growing up in poverty.
2.8 The city has realised and embraced the need for active local leadership – particularly by the elected City Mayor and City Council – first, to ensure that local assets are properly recognised, cultivated and protected. And second, to ensure that all institutions come together to deliver the shared vision to create a ‘Better and Fairer Salford’ for all of residents. The City Mayor has brought partners togeth er to harness collective energy behind eight strategic priorities – the Great Eight.
· Tackling poverty and homelessness
· Maximising social value in everything we do
· Improving education and skills
· Transforming health and social care
· A new approach to affordable housing
· Place based inclusive economic growth
· Improving transport connectivity
· Governing the council as a transparent and effective organisation
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2.9 Delivering against these core priorities will require the sustained commitment and partnership between councillors, partners in the private, public and voluntary and social enterprise sectors, and the city’s residents. It is the only way to deliver real change for the city – and will take time and ongoing commitment.
2.10 At the same time, councillors are operating in an increasingly complex environment. The election of the Greater Manchester Mayor and increased devolution of responsibilities to Greater Manchester, and the Greater Manchester Combined Authority, is fundamentally changing the way the council works in areas of economic development, transport, work and skills, planning, policing and more recently health and social care.
2.11 The influence and remit of councillors as leaders of place and representatives of their communities is fundamentally changing – creating wider influence and responsibilities.
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3 Salford Today
Population Growth
3.1 Salford ’s last council size review was in 2002 – and in the fourteen years to 2016 the city’s population has grown significantly. The number of people living in the city increased from 216,100 to 248,100 over that time period – a growth of 14.8%. This is higher than the England rate of 11.2%, and the second highest rate of growth in Greater Manchester. The growing population reflects the success of the Council’s ambition to attract investment, grow new business opportunities, and to create jobs.
3.2 The electorate size has also grown over the same time period, with 176,119 electors in March 2018, compared with 160,700 in 2001, a growth of 10%.
3.3 The city’s population ha s grown across all areas of the city, however, the highest growth has been concentrated in wards that adjoin the regional centre and in surrounding areas. Ordsall has seen a 168% increase in its population between 2001 and 2016, increasing from 6,400 to 18,000 residents. Broughton has seen its population increase by 37%, from 11,500 to 16,500 residents.
Figure 1 - Salford Ward Population Change in Number between 2004-2016
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Continuing Population Growth
3.4 Detailed forecasts undertaken by Salford City Council show that between 2015 and 2024, the adult population is set to grow by 20%, and increase of around 39,000 people. The electorate is estimated to grow by 19%, an increase of 32,000 people. This increase is much greater than that seen across England and Greater Manchester.
3.5 Almost half this growth will be concentrated in Ordsall, which will grow from around 14,000 to just over 33,000 (see Table 1 and Figure 2 below)
Table 1 - 2024 Population & Electorate Projections by 2018 Wards
Expected variance of electorate Expected Expected Estimated in current electoral wards number of number of variance 2015-2024 adults 2024 electors 2024 (electors) 2024 Ordsall 33,139 26,184 +158.6% Irwell Riverside 14,325 11,670 +15.3% Broughton 12,308 10,267 +1.4% Pendlebury 11,136 9,983 -1.4% Little Hulton 11,000 9,835 -2.9% Weaste & Seedley 10,845 9,582 -5.4% Langworthy 11,655 9,562 -5.6% Walkden North 10,763 9,549 -5.7% Eccles 10,662 9,344 -7.7% Winton 10,421 9,261 -8.5% Walkden South 10,066 9,215 -9.0% Swinton North 10,010 9,003 -11.1% Kersal 10,235 8,954 -11.6% Barton 10,996 9,458 -6.6% Swinton South 9,882 8,849 -12.6% Claremont 9,680 8,763 -13.4% Worsley 9,485 8,691 -14.2% Cadishead 9,573 8,668 -14.4% Boothstown & Ellenbrook 8,870 8,216 -18.8% Irlam 8,100 7,430 -26.6%
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Figure 2 - 2024 Projected Electorate Variance by 2018 Wards
3.6 The growth forecasts incorporated past and current demographic and migration trends, as well as considering all of the known housing developments. Demographic information was used to segment the population and predict voter registration rates, in order to predict the future size of the electorate.
3.7 The direction of travel indicates that over the next decade, Salford will see its:
· GVA grow by £2 billion (35.2%), above the GM (30.8%) and national (31.3%) averages.
· Number of jobs grow by 15,000 jobs (10.6%), above the GM (6.4%) and national (6%) averages.
· Private sector investment grow by a further £3.9 billion.
An Increasingly Diverse City
3.8 Overall Salford has a younger population than England. One in five (50,000 people) of everyone living in Salford is aged under 16 and one in every 15 (16,000 people) is aged over-75. Salford has a high proportion of younger adults, with around a third of the population aged 20-39 years old compared to just over a quarter nationally. This age group has increased by 16,000 (26%) since the last boundary review in 2002. This is much higher than the England and the Greater Manchester proportion (see Figure 3)
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3.9 Half of everyone in Salford is aged under 35 years old (this is called the median age). Worsley has the oldest population in Salford, half of everyone in this ward is aged over 44 years. Four other wards have a median age of 40 years or higher (Claremont, Eccles, Boothstown and Ellenbrook and Walkden South). The youngest ward is Irwell Riverside with half its population aged under 28 years. Three other wards have a median age no greater than 30 years, all in the East of the city (Ordsall, Broughton, Kersal).
3.10 A rise in birth rate, along, with an increase in migration has led to increased and on- going demand for school places. Salford began to experience increased demand for primary places in late 2010. Since 2011, with the expansion of existing schools, the local authority has created an additional 5,000 primary school places (the equivalent of twenty four 1 Form Entry primary schools). Whilst Salford has seen a small increase in secondary pupil numbers this has not been as dramatic as that experienced across the primary sector. However, as the growth Salford has seen at primary school level begins to feed through to the secondary sector, there will be the need to create additional spaces. The scale of new housing development that Salford is planning will create an additional requirement for pupil places over and above this, and taken together will require significant further expansion across both the primary and secondary sectors. The direction of Government policy and the associated measures to widen choice in education will also have a key bearing on the future landscape of education provision within the city.
3.11 As life expectancy increases, the proportion of older people will also increase. It is projected that the number of over-75s will increase by two-thirds over 25 years, reaching 27,000 by 2039.
Figure 3 - 2016 Residential population by 5-year age band and gender - with reference populations
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3.12 Salford has a rich and diverse community life. The city has well established Jewish and Yemini communities and has attracted new and emerging communities from a wide range of backgrounds. Salford has seen inward migration from eastern European countries, particularly in to East Salford, Claremont and Weaste. There has been dispersal of asylum seekers in Salford, for example Somali people, which has meant councillors are seeing more queries about immigration and asylum matters in surgeries. Established communities such as the Orthodox Jewish community in Kersal and Higher Broughton have grown in numbers meaning greater need for school places for example.
3.13 In 2016, 14.4% (33,600) of the city’s residents were from a BME background, compared to 5.5% in 2001. However, the distribution of people from BME backgrounds is not uniform across the city (see Figure 4). The BME population is higher in certain wards such as Broughton (30%), Ordsall (30%), Irwell Riverside (27.5%) and Kersal (24%).
Figure 4 - Percentage of People who are Black or Minority Ethnic (BME), 2011
3.14 Numerous faiths in Salford have also increased notably in size. Between 2001 and 2011, although the number of people ‘declining to answer the question’ or stating their faith as Christian decreased, in contrast the number of people describing their religion as Muslim, Other religion, No religion, Hindu, or Buddhist all increased by greater than 100% and at faster rates than seen across both Greater Manchester and England.
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3.15 The average percentage of households in Salford without any speakers of English as a main language was 5% in 2011 (5,196 households) compared to 4.4% in Greater Manchester and England averages. However this is concentrated in particular wards; the percentage of households where no people in the household have English as a main language was 14.3% (844 households) in Broughton and 13.7% (1,104) in Ordsall and 10.7% (559 households) in Irwell Riverside. These changes to communities make different demands on councillors in the city and in particular in wards with a variety of or new communities.
3.16 The growing diversity of Salford brings increasing challenges to the council and different demands on councillors who must effectively represent the diverse needs and interests of all their constituents.
“My ward is large geographically and very diverse in terms of affluence/poverty and ethnicity and orthodox religious b elief, it’s a complex area to cover, very large in every way to cover with an increasing population.”
“H ave increased contact with targeted minority and vulnerable communities - African, Muslim and Orthodox Jewish communities ”
3.17 The gender split of councillors was 72% male councillors to 28% female councillors but following the May 2018 local elections the split is now 68% to 32%. The Cabinet and Executive Support has a split of 62% male to 38% female councillors. This cabinet has its first female Statutory Deputy City Mayor.
3.18 Councillors tend to be 55 or older with nearly 60% in this age bracket and just over a third 65 or older. The elections in May 2018 has resulted in a slight increase in councillors under 30 and a few experienced councillors have stood down or not been re-elected.
3.19 Around 40% of councillors are in employment, however the Council does not hold information on whether this is full or part time employment. The following sections of this report describe the significant demands that are placed on the councillor, which helps to explain why people find this difficult to balance with employment responsibilities.
A City of Contrasts
3.20 Salford also remains a city of contrasts, with some of the most prosperous and deprived wards in the country. With the Council's core funding from central government cut by 43% since 2010, Salford has had to develop radical new ways of working with its partners, residents and vibrant voluntary and community sector to make the best use of t he city’s collective resourc es. 1
1 Welcome to Salford (LGA Peer Challenge) 14
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3.21 Salford was ranked 22nd most deprived local authority in England in 20152, although this was an improvement from 18th placing in the Index of Multiple Deprivation (IMD) 2010 and 12th place in IMD 2004. Over a quarter (28.7%) of Salford's Lower Super Output Areas (LSOAs) are in the most deprived 10% of LSOA's in England. Areas of deprivation are concentrated in wards which cover Central Salford (wards with some of the highest growth) and Little Hulton 2.
Figure 5 - Political Representation in Salford and Overall Index of Deprivation - England Rank for LSOA's in Salford 2015
3.22 Salford ranks 7 th most deprived LA in England on the Health Deprivation and Disability Index 5, one of the domains in the IMD. .Life expectancy for men and women in Salford is 76.8 years and 81.0 years respectively (2014/16). For men this is the 23 rd lowest in the UK, and for women is the 30 th lowest. Childhood obesity is increasing (24% in Year 6 in 2016) and despite recent improvements around a quarter of children in Salford are growing up in poverty.
3.23 Levels of disability and poor health are high in Salford. The proportion of people reporting ‘day -to-day activities limited a lot’ is around a third higher than the national level. Similarly the proportion of people reporting bad or very bad health is over a third higher in Salford. Little Hulton, Langworthy and Broughton have the highest levels of disability and poor health. Boothstown and Ellenbrook, Worsley and Ordsall have the lowest levels.
2 2015 IMD 15
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3.24 Despite large increases in the working age population in some of the more deprived areas, the substantial work undertaken by the Council to attract business to the city has contributed to the proportion of people on benefits decreasing in recent years, and to a marked degree in certain parts of the city. In November 2012 there were 26,300 people on out of work benefits in Salford (16.8%) and in November 2016 the number receiving out of work benefits was 18,800 (11.7%). Little Hulton has seen the largest change, in 2 012 there were nearly 3,000 (29%) of the ward’s population on out of work benefits and by 2016 this had dropped to just over 1,500 (19%). Barton has seen a similar drop from just under 1,900 (23%) receiving out of work benefits in 2012 to 1,200 (15%) in 2016.
3.25 However, although there has been a reduction of people on benefits, the changes to benefits and methods of assessment have meant an increasing number of disputed cases and requests for help directed at councillors. Universal credit will be fully rolled out in 2018 and could increase the number of people in difficulty during the transition period. Salford Assist is a Salford City Council scheme that can offer short term support to people who are in a crisis, emergency or major disaster situation and in 2017 supported 3,308 vulnerable households a 62% increase from the year before. 3
3.26 The “DWP Benefit Conditionality and Sanctions in Salford – one year on” report published in May 2016 found that sanctions did not encourage people into work and that benefit sanctions were having a disproportionate impact on young people (especially care leavers), claimants with dependent children, with health conditions and whose first language is not English. The report also noted that the rate of sanctioning in Salford Jobcentres offices had not reduced (in 2016) and had increased in Eccles and Worsley offices. The report found that young people aged 18-25 were most vulnerable to benefit sanctions and warned that the sanctions regime would be extended to other groups as Universal Credit is fully rolled out. This evidence suggests that issues associated with benefits are likely to increase over time, and as such will place greater demands on the councillor.
3 Year One progress report 2017/18 No one left behind: tackling poverty in Salford 16
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4 Governance and Decision Making
Context
4.1 Salford City Council is currently made up of 20 wards and 60 councillors. The Council has been a majority Labour council since 1973. Currently 50 (49 prior to the May election) of the 60 councillors are Labour councillors, nine are Conservative, and there is one Independent councillor (prior to the May election there were two). The Council elects its councillors by thirds, with elections held over a four year cycle, the most recent election being held on 3 May 2018.
4.2 Salford is one of 10 councils which make up the Greater Manchester (GM) city- region. All 10 councils have come together voluntarily to form the Greater Manchester Combined Authority (GMCA), and, with the recently elected Mayor of Greater Manchester, work with local services, businesses, communities and other partners to improve the city-region.
A Directly Elected City Mayor
4.3 Salford operates with an elected City Mayor in contrast to many other local authorities. This is a different arrangement to that of local authorities with a Leader and Cabinet. The City Mayor is directly accountable to local people through elections every four years.
4.4 The first election in Salford of the elected City Mayor was held on the 3 May 2012. The Mayoral Referendum which led to a “yes” vote for a Mayoral system, was held on 26 January 2012. This means that the first date that another Mayoral Referendum could be held in Salford would be 26 January 2022. 4 However, should a referendum be held, an Elected Mayor elected in May 2020 would serve a 4 year term until May 2024, regardless of the referendum outcome.
4.5 The City Mayor has overall responsibility for the delivery of council services. The City Mayor leads and chairs the Cabinet; provides political and community leadership and has responsibility for proposing the general budget and policy to Council. He is not a councillor and so does not have a ward role. He is answerable to Council for major decisions such as setting th e council’s budget for the year.
4.6 All of Salford City Council’s executive functions are vested in the elected City M ayor. Section 9E(2) of the Local Government Act 2000 (as amended) provides that the elected City Mayor may determine to exercise any of Salford City Council’s executive functions personally, or may arrange for the exercise of any of the council’s executive functions by:
· the Cabinet as a whole
· another member of the Cabinet
· a committee of the Cabinet
4 Section 69 (2) (a) of the Local Government and Public Involvement in Health Act 2007 states that “ A local authority in England may not hold more than one referendum in any period of 10 years”. 17
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· an officer of the council or
· an area committee (which in Salford are called ‘Community Committees’).
4.7 In Salford, the City Mayor exercises his authority in a collegiate way and decisions are primarily taken in consultation with Cabinet, through the Cabinet Meetings, the Regeneration and Property Briefing and the City Mayor’s briefing with the Deputy Mayors. Quote from a survey of members:
“The City Mayor has improved all member involvement in policy forums / development and in decision making on the massive budget cuts, restructuring, service priority and budget setting in detail.”
4.8 The Monitoring Officer maintains the elected City Mayor’s Register of the Delegation of Executive Functions, setting out whether the elected City Mayor himself, an individual Cabinet Member, a committee of the Cabinet, a council officer, a Community Committee, or joint arrangements, are responsible for the exercise of particular executive functions.
4.9 City Mayor Paul Dennett pledged to work for a better and fairer Salford when elected. He said: “I plan to make an impact for our city and its residents. We will be working in a different way, being more open when we can about what we do, getting people involved and listening to their concerns and getting things done.” When he took office as City Mayor he commented that “My new cabinet has a wide range of experiences and specialities. We have increased the representation of women on the team - an important step towards gender equality in council. “Governing this city is a collective effort. We need to make the most of elected members and council officers to get the best results for Salford”. 5
4.10 The City Mayor has prioritised greater integration and, as such, a Lead Member may take the lead on one area but the responsibility is shared across the Cabinet. The City Mayor and Lead Members work collaboratively to ensure council departments and initiatives are joined up and make effective us e of the Council’s budget and other resources.
4.11 The City Mayor is also an active member of the Greater Manchester Combined Authority and Portfolio Lead for Housing, Planning and Homelessness in the region. Given the importance of devolution within Greater Manchester (discussed in greater detail in following sections), representing Salford at a regional and national level is a vital and substantial part of the role of City Mayor.
The Council
4.12 Full Council is responsible for holding the City Mayor to account. The Council meets seven times a year and meetings are typically three hours in duration. Budget council is held in February. Council meetings are webcast.
5 LIFE in Salford, June 2016 edition 18
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4.13 Twice a year a policy forum is held for councillors instead of a council meeting. The policy forum provides an opportunity to discuss policy matters cross party.
Leadership – Cabinet
4.14 Salford City Council’s Cabinet consists of a directly elected mayor (the elected City Mayor) and nine other Cabinet members, including two Deputy City Mayors.
4.15 The City Mayor has a Cabinet of nine, comprising two Deputy City Mayors and seven Lead Members, with defined areas of responsibility to support the City Mayor’s priorities. All Members in the Cabinet are Labour Group Members. Lead Members may have support Members (known as Executive Support) where they have large or complex portfolios and they work closely with directors of the relevant services to oversee the Council’s operations in their portfolio and support the delivery of the City Mayor’s objectives.
4.16 Cabinet meetings are held in public and are open to Members of the Public to attend. Agendas and minutes are published on the Council’s website. The Cabinet and Cabinet briefing meetings are held every two weeks, typically lasting 1 hour to 2 hours each. The role of cabinet is expanded upon further in the following section.
4.17 The City Mayor wants to make sure that departments work together and services are integrated. In some instances a Lead Member may take the lead on one area but the responsibility is shared across the Cabinet. The City Mayor and Lead Members work collaboratively to ensure council departments and initiatives are joined up and make effective use of the Council’s budget and other resources.
Leadership - Role of Lead Members
4.18 Portfolio holde rs, known as Lead Members in Salford, make up the City Mayor’s Cabinet along with the Deputy City Mayors. The Lead Members have responsibility for particular service and thematic areas and have delegated powers to take decisions on behalf of the City Mayor in matters relevant to their portfolio as set out in the constitution. They attend Lead Member briefings at which they are formally briefed on items for decision relating to their portfolio. These briefing meetings are held weekly, fortnightly or monthly depending on the portfolio and are typically two hours in duration. Some Lead Members also have support, known as Executive Support, from another councillor for some of the larger portfolios. Officer support is provided to Lead Members to manage their diaries due to the volume of work.
Table 2 - Cabinet Member Positions, Portfolios, Executive meetings
Position Portfolio
City Mayor has retained executive responsibility for strategic regeneration matters and for property matters as City Mayor outlined in the City Mayor’s scheme of delegation December 2016, concerning disposals
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Position Portfolio
Meetings : Council, Cabinet,
GM : Member of GMCA, GM Portfolio Lead for Housing, Planning and Homelessness , member of GM Health and Care Board, member of GM Police and Crime Panel
In the absence of the City Mayor, to fulfil the City Mayor's responsibilities Lead on Locality planning and Strategic Overview of Integrated Neighbourhoods. Lead on organisational effectiveness and efficiency including in relation to procurement and collaboration. Lead on development and delivery of the City Mayor’s anti -poverty strategy, including Statutory Deputy City all aspects of financial and social inclusion. Chair, and take Mayor decisions on behalf of the Council and the Integrated Care and Joint Commissioning Committee (ICJC).
Meetings : Council, Cabinet, Procurement Board, Workforce panel, Electoral Matters committee
GM : Portfolio Assistant for Housing, Planning and Homelessness Work with the City Mayor on all matters concerned with the development and delivery of devolution for Greater Manchester and on Salford’s role within the Northern Powerhouse.
Lead on matters relating to the external functions of the Deputy City Mayor Council including public service reform and transformation.
Meetings : Council, Cabinet, Procurement Board, Workforce panel, Electoral Matters committee
GM : Substitute member of GMCA, and of GM Health and Care Board, GM Standards Committee Strategic regeneration matters and for property matters not reserved by City Mayor.
Portfolio includes Housing Choice, housing services, and Lead Member for homelessness plus shared with Lead Member for Housing and Environment and Community Safety - libraries and sport, Neighbourhoods culture and leisure.
Mee tings : Council, Cabinet, Corporate Parenting Panel, Electoral Matters committee, Employers Forum, Workforce Panel
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Position Portfolio
Portfolio includes waste management, environmental and regulatory services, Street Scene, parks, Taxi regulatory functions, community safety, Citywide services, plus shared with Lead Member for Housing and Neighbourhoods - libraries and sport, culture and leisure. Lead Member for Strong working relationship with GMP. Environment and Community Safety Meetings : Council, Cabinet, Electoral Matt ers committee, Employers’ forum, Workforce Panel
GM : Member of GM Police and Crime Panel, member of GM Waste Disposal Authority
Strategic regeneration matters and for property matters not reserved by City Mayor and where it does not conflict with his role as a Member of the Planning Panel.
Portfolio includes energy, environmental sustainability and quality, lead on Planning and Regulatory functions, client function for joint venture company with Urban Vision, strategic planning (when part of the Executive function), Lead Member for liaise with Salford University, heritage development, air Planning and and water quality, taxi and private hire regulatory functions. Sustainable Development Meetings : Cabinet, Planning and Transportation Panel, Workforce Pan el
GM : GM Planning and Housing Commission , GM Local Nature Partnership (Natural Capital), GM Forestry Partnership, GM Flood and Water Management Board, GM Energy Group , GM appointed trustee of People’s History Museum
Portfolio includes overseeing the Council’s financial arrangements, lead on City Mayor’s proposals for Finance and Budget Strategy, financial regulation, oversee administration of Council Tax and National Non Domestic Lead Member for Rates, ICT strategy, corpora te business services, Finance and Support emergency planning Services Meetings : Cabinet, Audit and Accounts Committee, Procurement Board, Standards Committee, Workforce Panel
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Position Portfolio
Portfolio includes safeguarding vulnerable children, corporate parenting, local education authority, skills and apprenticeships, Strategy for Young People (post 16) who are not in Employment or Training, skills and work Lead Member for Lead member on Salford Children and Young People’s Children's and Young Trust and Salford Safeguarding Ch ildren Board. People's Services – Education and development part of Starting Life Well
Meetings : Council, Cabinet, Corporate Parenting panel, Electoral Matters, Workforce Panel
Portfolio includes public health, joint working and service delivery arrangements with NHS organisations and other partners, health improvement, Integrated Commissioning Organisation, provision of services to adults, safeguarding Lead Member for vulnerable adults, Strategy for Older People, Adult Services, Health personalisation and care, welfare rights and debt advice, and Wellbeing policy on Refugees and Asylum Seekers
Meetings : Council, Cabinet, Electoral Matters
Portfolio includes Human Resources and Organisational Development Strategies, Equ alities and Cohesion Strategies (in consultation with the Strategic Deputy City Mayor), performance management, development of Lead Member for relations with the University of Salford, ICT and Change Workforce and management strategy Industrial Relations, Meetings : Council, Cabinet, Corporate Parenting pan el, Electoral Matters committee, Employers’ Forum, Workforce panel
Executive support
4.19 The Executive support functions working with the lead members are as follows:
· Executive support for Education and Learning · Executive support for Culture, Leisure and Sport · Executive support for Transport · Executive support for Social Care and Mental Health – GM Housing, Planning and Environment Overview and Scrutiny Committee
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4.20 The City Mayor delegates authority in particular areas to the cabinet members (Table 2) and expenditure decisions up to specified amounts. 6 The City Mayor delegates authority within the responsibility areas outlined for expenditure decisions up to £350,000 and in some cases up to £1Million as outlined in the scheme of delegation. If for any reason the City Mayor is unable to act, either Deputy City Mayor may act in his place, on all areas of policy, responsibilities and all other matters as required.
4.21 Decisions can be made by the City Mayor, Deputy City Mayor, Strategic Assistant Mayors, Executive Lead Members, the City Mayor's Cabinet, full council and Chief Officers. All decisions are recorded and decision notices are published.
4.22 When ‘key’ decisi ons are to be discussed or made, these are published in the Council’s forward plan in so far as they can be anticipated. If these key decisions are to be discussed with council officers at a meeting, this will generally be open to the public to attend, other than where personal or confidential matters are being discussed. The elected City Mayor, members of the Cabinet and Chief Officers have to make decisions which are in line with the C ouncil’s overall policies and budget. If the elected City Mayor, members of the Cabinet or Chief Officers wish to make a decision which is outside the budget or policy framework, this must be referred to the Council as a whole to decide (except in the case of urgency). 7
4.23 Table 2 set out of the Council committee meetings and GM meetings that the lead members are required to attend. However, it does not include the many other internal meetings that all councillors, but particularly lead members, must also attend. Table 3 presents the survey results and shows the significant demands that are placed on the lead member as a result of attending and preparing for different meeting.
Table 3 - Proportion of Councillors spending over 15 hours per month on an activity
Cabinet Non- Member Cabinet (inc. Exec Member Support) Attendance at Council Committees e.g. 69% 53% Scrutiny, Licensing etc. Attendance at other Council meetings 62% 41% Attendance at external meetings (non-GM) 23% 16% where you have been appointed a representative by the Council Attendance at external meetings supporting 31% 3% the GM agenda Preparing for meetings 38% 25%
6 City Mayor’s Scheme of Executive Delegation December 2016 7 Salford City Council Constitution 23
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4.24 The results of the survey and the journals demonstrated that the role of Lead Member p laces significant demands on member’s time. In Salford, the Lead Member is required to take an active role within their portfolio, providing a proactive steer to officers, rather than responding reactively to issues as they arise. This requires that the Lead Member works closely with the officers that fall within their remit and spend considerable time researching the topic areas to ensure that they are proficient in carrying out their duties.
“The responsibilities on me as lead member for children and y oung people have meant I have had to increase the time spent preparing for meetings and in meetings, as I try to engage more”
“Change of role to Lead Member which involves at least 3 meetings per day on average; more reading of reports/articles; more emails; more casework; more workshops and conferences; more events to attend ”
4.25 The Lead Member will also chair many partnership meetings and have significant involvement in decisions being made across the city. For example, the Lead Member for Adult Services, Health and Wellbeing provided the following overview of the duties that fall under their role as Lead Member –
· Advise/assist the City Mayor in the exercise of his functions · Lead on the discharge of the council’s functions in relation to public health and oversee the joint working on public health · Lead on the discharge of the council’s function in relation to health improvement · Lead on behalf of the council on the pooled budget arrangements with NHS Salford Clinical Commissioning Group · Lead on the council’s duties delegated under a Section 75 to Salford Royal Foundation Trust · Lead on behalf of the council the contractual arrangements for the Integrated Care Organisation , jointly held with NHS Salford Clinical Commissioning Group · Oversee on behalf of the council and with partners the development and implementation of the Service Plan for Adults and Older People which includes key commissioning strategi es for Mental Health, Learning Disability, Carers, Health and Housing · Ensure a strategic approach to services for adults provided by the council, to promote well-being, prevent social exclusion and protect vulnerable adults, with a focus on safeguarding vulnerable adults and the promotion of high standards of services for adults with social care needs across all agencies · Oversee on behalf of the council the development and implementation of the Age Friendly City · With the Deputy City Mayor, oversee the counc il’s delivery of Welfare Rights and Debt Advice Services.
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The Role of a Councillor
4.26 Councillors are elected to represent the people of Salford. As a member of the Council, he or she has to consider not just the interests of the local community but also what is in the best interests of Salford as a whole. Councillors represent their ward constituents at council meetings, and all councillors have advice bureaux which enable ward constituents to make their views known. Many arrange regular opportunities for local residents to meet them and discuss any areas of concern. This is discussed further in section 0.
4.27 Experienced councillors who have served for over 10 years make up 40% of the council, a fifth have been in office for more than 20 years and another fifth between 10 and 20 years. Just under a quarter (23%) have been councillors for between 5 and 10 years with just over a fifth (22%) in office for 2- 5 years. Nine new councillors (15%) were elected in 2017 and 2018.
4.28 There were around 100 candidates standing in each of the local elections in 2015, 2016 and 2018, an average of 5 per ward, and by-elections (in 2017) have attracted 5-6 candidates per ward, demonstrating that the Council is able to attract candidates wishing to stand for election. In 2018, Labour, Conservatives and Liberal Democrats represented 100% of wards, Green party (90%) and UKIP represented 60% of wards. There were also a number of other independent candidates and candidates from smaller parties.
4.29 As was shown in Table 3 in the previous section, although the demands on time are much greater for Lead Members, the demands on a non-cabinet member’ s time is also significant. The survey results reported that non-cabinet members sit on an average of five different committees, ranging from two to nine.
4.30 Of the 45 councillors who responded to the question, 37 (82%) said that the time they spend on council business is greater than they had expected before they became a councillor. When asked if the amount of time spent on council business had changed over recent years, 35 people said that it had increased.
4.31 When asked what they felt the reasons were for the increased workload, many referred to the impact of austerity on the functioning of the Council. There have been significant reductions in the numbers of officers working for the Council, which has had a considerable impact on the councillor’s workloa d, with less officer and administrative support available to councillors.
“Much more meetings on budgets and cutting staffing and services. Difficult decisions on a weekly basis.”
“Less support from officers as they have been made redundant”
4.32 Other responses raised issues of the impact of austerity on the Salford population, and the increased accessibility of councillors, which is discussed in more detail in Section 6 (Representational Role of Councillors).
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4.33 The Council also has representatives on many public bodies such as the Fire and Civil Defence Authority and Transport for Greater Manchester. As the Council is part of the Greater Manchester Combined Authority (GMCA) some councillors attend meetings of GMCA to represent Salford. Many councillors are also appointed to represent Salford's interests in organisations ranging from local voluntary groups to the body responsible for planning at a regional level, for example being trustee of the Working Class Movement library.
4.34 There is a cross party Member Development Group, involving nine members, which meets several times a year to agree the training required for Members. Members are also invited to two Policy Forums each year, held in June and December, to discuss a variety of policy issues. It is a mandatory requirement for members who sit on the Planning & Transportation Regulatory Panel and the Licensing Panel, to attend a training session for the relevant panel before they have voting rights. There is mandatory Member training in respect of Standards, the member Code of Conduct and engagement with the public. This is annually refreshes to take account of the new requirements imposed by instant communications and social media.
4.35 Salford is developing the role of the 21 st Century Councillor, to ensure that councillors are able to address new and emerging demands (see 7.21).
4.36 Councillors are also part of a political party with most part of the Labour party (44 plus the City Mayor), there are combined Labour and Co-operative Party (5) councillors, or Conservative party (9). There are also two independent councillors. Councillors in Labour or Conservative parties attend political meetings which are held fortnightly or monthly.
4.37 Councillors are required to spend a significant amount of time on party work; 38% of councillors reported that they spend over 15 hours each month on party business, and 24% reported that they spend over 20 hours per month.
Regulatory Panels and Other Committees
4.38 The Council appoints the panels and committees set out below to discharge non- executive functions.8
Table 4 - Salford City Council Panels and Committees
Committee Members Meetings per Duration of year meeting
Licensing and Safety Regulatory 15 11 2hrs Panel Planning and Transportation 15 19 5.5hrs Regulatory Panel Electoral Matters Committee All 6 2hrs Members Workforce Panel (All Cabinet 11 12 0.5 – 1 hr Members)
8 Salford City Council’s Constitution 26
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Committee Members Meetings per Duration of year meeting
Employers’ Forum 15 12 7hrs Audit and Accounts Committee 8 5 2.5hrs Health and Wellbeing Board 6 4 2 hrs (6 Members - one of which is a co -chair. 1 conservative, 4 labour plus the Lead Member (Labour)) Standards Committee 10 3 times per 2 hrs year (plus additional for investigations) Corporate Parenting Panel 9. 11 11 2 hrs Equal Opportunities Forum 13 6 2hrs Procurement Board 4 fortnightly 1.5hr Integrated Health and Social 6 9 3hrs Care Commissioning Joint Committee Standing Advisory Council for 5 3 2hrs Religious Education Transport Advisory Panel 14 19 1.25hrs
4.39 Some of these panels can place considerable demands on councillor’s time. For example, the Employers’ Forum meetings are held monthly and usually last for a full day, with preparation prior to the meeting on top of this.
4.40 The Council has secured £6.5 million in Section 106 contributions from developers (the largest in Greater Manchester). The considerable amount of development / regeneration in the city of Salford has resulted in a large volume of planning applications and many are complex due to size and /or are controversial meaning that Members must be involved in determining whether the application can be approved.
4.41 Salford City Council has agreed to delegate certain non-executive functions to all Chief Officers of the Council 10 . These are the Chief Executive and Strategic Directors plus the Directors of Public Health and of Service Reform. The Assistant Director Legal and Governance and the Development Director are also considered part of this group.
4.42 Delegated functions include Human Resources, such as filling posts, dismissal of employees and dealing with grievances. Officers also have roles as Statutory or Proper officers such as the Head of Paid Service or Returning Officer.
9 Report to Council 17 May 2017 Membership of Committees and Panels and the Appointments of Chairs and Deputy Chairs for the Municipal Year 2017/18 10 Salford City Council’s constitu tion 27
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Greater Manchester and City Partnerships
4.43 Salford is one of ten councils which make up Greater Manchester Combined Authority (GMCA). The GMCA is run by the first Mayor of GM and the leaders of the 10 councils.
4.44 As one of the ten local authorities of Greater Manchester, Salford has a long and rich history of working together. This record of co-operation and the creation of the Greater Manchester Combined Authority in 2011 have helped Salford play a leading role in the most ambitious programme of devolution in a generation.
4.45 The opportunities that devolution brings for Salford are exciting, and the council is seizing it with both hands to pioneer new ways of doing things differently. This includes; leading on the review of services for children across all of GM in partnership with the Department for Education, the redrafting of the GM Spatial Planning framework, and working closely having political portfolio lead for housing, planning and homelessness.
4.46 In total Greater Manchester has gained control of over £8 billion of capital and revenue budgets in recent years. The GMCA has a long term strategic goal of either controlling or influencing all public spending decisions that affect Greater Manchester, which amounts to approximately £23 billion. 11
4.47 The Greater Manchester system has some important governance features, which ensure that individual authority members retain influencing and veto powers, and the Greater Manchester system should be seen as one that encourages consensus.
4.48 Full responsibility for NHS powers and funding was passed to Greater Manchester in April 2016. Since that time the following has been achieved:
· Publication of the GM Strategic Plan for Health and Social care – ‘Taking Charge’ and the GM Population Health Plan · Work to transform the acute care system · Confirmation of a £450m Transformation fund to support this work by Government. Around half of this money has already been allocated to programmes of work across GM (including £18.4m for Salford’s Integrated Care Organisation, and £3.4m for Salford’s population health plan) · Development of proposals to prepare and support the health and social care workforce through the changes ahead, as well as rationalise the built infrastructure and maximise use of digital technology. 12
4.49 The business of Greater Manchester Combined Authority calls on the time of the City Mayor and Deputy City Mayors but also a number of the Lead Members and Executive Support Members. It expands the boundaries of their role, as councillors, behind the city into the wider city region of Greater Manchester. Councillors outside the cabinet are also part of some of the Combined Authority groups. Examples of meetings that Members attend:
11 Report to September 2017 Overview and Scrutiny Board, Salford City Council 12 Report to September 2017 Overview and Scrutiny Board 28
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· Executive Support for Transport is part of the Transport for Greater Manchester (TfGM) meetings and sub-committees and devolution has given TfGM greater powers. Backbench members, one Labour and one Conservative, are also part of TfGM · The City Mayor is a member of GMCA and Deputy City Mayor a substitute member. Both are also member and substitute member of the GM Health and Social Care Partnership Strategic Partnership Board.
· City Mayor is the Greater Manchester Portfolio lead for Housing, Planning and Homelessness and the Statutory Deputy City Mayor is Portfolio Assistant. The Deputy City Mayor is the substitute for the City Mayor.
· City Mayor and Lead Member for Environment and Community Safety are part of the GM Police and Crime Panel
· The Lead Member for Environment and Community Safety and a Labour backbench councillor are part of the GM Waste Disposal Authority.
· The Deputy City Mayor is also a member of the GM Standards Committee.
· GM Fire Committee – backbench councillors, one Labour and one Conservative attend
· GMCA Scrutiny committee – three committees plus a health and social care committee, attended by five backbench councillors
4.50 In addition to working with other Greater Manchester authorities as part of the Combined Authority, Salford works with other authorities to share services such as legal services with Manchester City Council and has developed a new Drug and Alcohol service with Bolton and Trafford.
4.51 Salford City Council is also represented on a number of groups that bring local authorities together from across the country such as Key Cities and Cooperative Council Information Network. LGA, LGIU. Key Cities is a group of authorities considered “mid -sized” due to their populations and ec onomies. Local authorities in the group share knowledge and develop solutions to common problems. The group acts together to promote Salford’s economic interests to central government.
4.52 The Co-operative Councils’ Innovation Network is a collaboration betwe en local authorities who are committed to finding better ways of working for, and with, local people for the benefit of their local community. The network consists of local authorities who are committed to reforming the way they work through building an equal partnership with local people.
4.53 Salford’s involvement with these and other groups shows a willingness to work and share knowledge collaboratively not just locally and in the city region of Greater Manchester but nationally too.
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4.54 Salford is looking into becoming a Learning City. Learning Cities are being established across the world, based on the idea that by working and learning together, the Council can achieve more and in turn this will transform lives, organisations and cities.
Other partnership working
4.55 Salford City Council works collaboratively with a wide range of organisations. In particular, working with key anchor institutions including the NHS, university, housing providers, and VCSE sector, means that the city is driving forward a shared set of cross cutting priorities that places inclusive growth at the heart of public investment.
4.56 Salford is also a pioneer in integrating health and social care. In July 2016, Salford became the first place in the country to launch a pioneering new Integrated Care Organisation (ICO), Salford Together, which is transforming the relationship that the council and NHS have with patients, people and communities.
4.57 Salford Together is the culmination of four years of tireless work by the council, NHS Salford CCG, Salford Royal FT and Greater Manchester Mental Health FT, with the transfer of nearly 450 adult social care staff from the council to the new organisation led by Salford Royal, with a pooled budget in excess of £236 million.
4.58 In addition to the ICO, the ci ty’s pioneering mutual, Aspire, owned by 375 former council staff delivers £11 million of adult social care services.
4.59 In October 2016, political and officer leadership from the council and University of Salford came together for the first of many, joint strategic conferences that have forged stronger operational and academic links for the benefit the wider community. This includes:
· Working together to develop a comprehensive master plan vision for the main university student campus and the wider Salford City Centre area.
· Formation of new research and knowledge exchange partnerships such as the Salford Anti-Poverty Taskforce and Fair Rents Commission.
· The signing of a unique cultural partnership agreement along with the Arts Council England that allow arts and culture to become embedded in the strategic thinking for the city, leading to the creation of a new cultural strategy.
4.60 Salford City Council works closely with local “blue light services” in particular Greater Manchester Police (GMP) and Greater Manchester Fire and Rescue (GM FRS) at strategic and operational levels. The Lead Member for Environment and Community Safety attends the Community Safety Partnership meetings held quarterly, and ward councillors will work with GMP and GMFRS at local partnership development groups. At a Greater Manchester level the Lead Member for Environment and Community Safety attends the Greater Manchester Police and Crime panel meetings which are held quarterly.
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4.61 The council works with a variety of agencies through its Safeguarding Boards for Children and for Adults. Lead Members or Executive support members attend the quarterly meetings (duration of 2 hours), as non-voting participants.
4.62 The Council is represented on the Board of City Salford Community Stadium by the Statutory Deputy City Mayor and the Lead Member for Environment and Community Safety. The Stadium known as the AJ Bell Stadium provides an arena for sports, events and conferences for businesses and communities across the North West.
4.63 The Lead Member for Environment and Community Safety sits on the Bridgewater Canal Trust and is also part of a task and finish group along with one backbench councillor from Labour and Conservative. The trust meet twice a year and formulate the long and short-term policies for the amenity use of the Bridgewater Canal. All income generated by the Bridgewater Canal from pleasure craft, fishing, drainage and sales of water for cooling purposes etc. is used to maintain and improve the Canal and its local environment.
4.64 Salford Members are also part of the Lowry Committee, three Labour members and one Conservative.
Community Decision Making
4.65 At a local level the public is encouraged to get involved in discussion and decisions made about their local area. Salford wards are grouped into eight neighbourhoods and each neighbourhood holds a number of committees, or networks and groups, according to the needs of local communities. The relevant ward councillors for a neighbourhood take part in these meetings.
Table 5 - Neighbourhood Level Meetings
Neighbourhood Meetings Claremont and Weaste – Community Committee, Budget sub group, Claremont and Weaste and Highways Sub group and Local Seedley Partnership Development Group (LPDG) all held bi-monthly East Salford – comprising Community Committee, Budget sub group, Broughton, Irwell Riverside and Highways Sub group and LPDG all held bi- Kersal monthly Eccles – Barton, Winton and Budget and Highways sub group, LPDG all Eccles held bi -monthly. Eccles Town Team Eccles holds 3 community network events per year as well as community committee meetings. Network events can attract over 70 people and often up to 100. Irlam and Cadishead Community Committee, Budget and Highways sub group, LPDG and Regeneration Team all held bi-monthly. Little Hulton and Walkden - Budget sub group and LPDG held bi- Little Hulton, Walkden North and monthly Walkden South
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Neighbourhood Meetings Ordsall and Langworthy Community Committee, Budget sub group, Highways Task group and Senior Partnership Delivery Board all held bi- monthly Swinton - Swinton South, Budget group, Highways Task group and Swinton North, and Pendlebury LPDG all held bi -monthly. Heritage Task Group 3 -4 meetings per year. Swinton and Pendlebury Community Network held as required. Worsley and Boothstown - Community Committee, Budget sub group, Worsley, and Boothstown and and LPDG all held bi -monthly Ellenbrook Each Each meeting is 1.5 - 2 hours in length
4.66 Community committees and network events take place regularly, giving residents an opportunity to find out what’s happening in their neighbourhood. By attending, residents can meet their ward councillors, link in to local community and voluntary groups, find out about local activities and meet service providers such as the police, housing authorities and the Council. Ward councillors attend community committee or network meetings for their area.
4.67 Community Committees work in a formal, structured setting with a chair and vice chair. Network meetings operate more like a “market place” with stalls staffe d by groups or councillors and provide a more informal space for discussion.
4.68 All of the councillors who have been elected in the wards covered by each of Salford’s Community Committees are appointed as voting Members of their Community Committee. In addition, each of Salford’s Community Committees has appointed representatives of community groups as non-voting co-opted members who are entitled to make recommendations to the elected members of their Community Committee. All meetings are held in public.
4.69 Each of the Council’s Community Committees has a devolved budget and is responsible for making decisions in relation to this devolved budget. 13 In 2017 to 2018, approximately £1.03 per head of the population is allocated to each community committee where decisions are made on how the budget should be spent. Each community committee elects a budget sub-group from among its members. They assess applications and make recommendations about how the funding should be spent. Budget sub-groups include local residents and local councillors. They discuss ways in which the funding could best be used to improve health outcomes for the local population. Recommendations are then taken to the community committee for elected members to approve, refuse or request further information in relation to funding applications. Budgets range from £20,200 to £42,100 and the total allocation is £250,000. 14
13 Salford City Council’s Constitution 14 Salford City Council website 32
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4.70 In addition to the community committee devolved budgets, a further £50,000 per year funding for highways and transport improvements is devolved to each community committee. This gives local people an opportunity to have a say on highways improvements and road safety in their areas.
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5 Scrutiny Functions
5.1 Overview and scrutiny committees are the main way by which the cabinet is held to account in public for the services the council provides. They have an important role in reviewing the authority's policies and other matters of more general concern and making recommendations, either to the full council or to the cabinet on future policy options. Overview and scrutiny can also influence the delivery of services of other partner organisations.
5.2 Scrutiny is there as a critical friend, to review and help to develop council policies and performance, to ensure that they have a positive impact on the people of Salford as well as to call in and examine decisions of the Executive. The committees are able to request independent research and expertise to help with their enquiries as well as questioning members of the cabinet and chief officers about the decisions of performance. The scrutiny process should provide members with more information and help them to become more adept at investigating below the surface of policies and strategies, consequently developing a range of skills.
5.3 The scrutiny committees meet monthly (except during the Council recess from 17 July to 20 August) and the meetings are around 2.5 to 3 hours in length. The membership of scrutiny committees comprises elected members from all the political parties, allocated to ensure political balance and can include co-opted members from other interested groups with particular expertise.
5.4 Table 6 shows the number of members who attend the Overview and Scrutiny Board and the four panels. The Overview and Scrutiny Board co-ordinates the work of the scrutiny panels and scrutinises corporate services. The panels cover the remaining council services (see Table 7).
5.5 The Overview and Scrutiny Board ’s main role is ho lding Cabinet to account both before and after decisions are made. The Board also has a role in policy challenge and monitoring improvement plans. The Board does not just look at council matters but has a role in scrutiny of external agencies. The Board also conducts a programme of value for money scrutiny reviews and considers requests for scrutiny reviews under the ‘Councillor Call for Action ’ process (Crime and Disorder matters are referred directly to the Community and Neighbourhoods Panel). The Board is responsible for scrutinising overall budget matters and considers reports from the Audit and Accounts committee.
5.6 The Scrutiny process requires a considerable amount of member and officer time particularly as, in Salford, the Boards and panel conduct reviews. The Scrutiny board and panels may request scrutiny reviews known as either spotlight reviews, which are “deep dives” into a subject, or task and finish reviews which are longer and are more in depth. Members work with officers on the reviews and report back to the Board or relevant panel.
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Table 6 - Salford City Council Scrutiny Committees
Committee Members Overview and Scrutiny 11 Board Panels: Children’s 12 Community and 12 Neighbourhoods Growth and Prosperity 12 Health and Adults 12
5.7 When scrutinising committee decisions the Board or panels may request that Lead Members attend and take questions on items, most often for complex issues.
5.8 Salford frequently reviews the work of overview and scrutiny to ensure that the function is meeting its purpose of examining and providing assurance for services and issues that affect the lives of people in Salford. The council has developed the overview and scrutiny panels over the years, to improve the responsiveness and to make a meaningful impact from reviews.
5.9 In early 2014, Salford City Council expressed an interest in being a 'pilot' for North West Employers new scrutiny evaluation process, ‘Monitor’. Monitor was devised in partnership with North West Employers and associate consultant Dr Stephanie Snape to provide an assessment of a council's overview and scrutiny function, in particular to ensure it is 'fit for purpose' given the current financial and policy environment. The review was designed to support the Council in thinking about its strategic approach to scrutiny and the potential impact that scrutiny can have on supporting the achievement of key council objectives.
5.10 The specific objectives of the review were:
· To review the roles undertaken by scrutiny, in particular to examine the possibility of further extending the work of scrutiny into jointly agreed overview and policy development work, and partnership scrutiny;
· To explore the nature of relationships between the executive side and scrutiny, in order to make recommendations to achieve more productive relationships;
· To examine the officer side of scrutiny - both officer support to scrutiny and the responsiveness of officers to scrutiny investigations and requests for information;
· To assess the current effectiveness of scrutiny structures;
· To consider how scrutiny can operate most effectively within mayoral systems.
5.11 The council is currently in the process of evaluating the progress made on the review and revitalising the recommendations, which includes workshops for members, mentoring for Chairs and Vice Chairs and scrutiny workshops for key officers who attend scrutiny.
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Table 7 - Scrutiny Portfolios
OVERVIEW AND SCRUTINY BOARD · Co-ordinating the work of the Scrutiny Panels · Scrutinising corporate services · conducting a programme of value for money scrutinies · Considering reports from the Audit and Accounts Committee. · Scrutinising overall budget matters and all other financial matters, including the Treasury Management Strategy. · To receive reports from the Scrutiny Panels on a six monthly basis · To consider requests for scrutiny reviews under the Councillor Call for Action process (other than calls for action relating to Crime and Disorder matters where requests shall be referred directly to the Community and Neighbourhoods Scrutiny Panel GROWTH AND PROSPERITY PANEL COMMUNITY AND · Physical regeneration, NEIGHBOURHOODS PANEL · Business investment and · Community Safety programmes, · Communities and Neighbourhoods · Planning, housing and transport · Regulatory Services (including strategy and delivery, Environmental Health, Trading · Pendleton PFI, Standards, Licensing) · Environmental sustainability, · Operational Services (including · Housing: (Citywes t, Salix client and Citywide, bereavement, operational private), transport, refuse and street · Climate change, cleansing, parks management, · Urban Vision, grounds maintenance) · To discharge the Council’s scrutiny · Salford Community Leisure Client functions as lead local flood · Cultural strategy authority. · To be the designated Crime and · To scrutinise the Council’s business Disorder Scrutiny Committee plan and budget in this functional · To scrutinise the council’s business area. plan and budget in this functional area. CHILDREN’S SCRUTINY PANEL HEALTH AND ADULTS PANEL · Children in Need · Health, Public Health and Social · Integrated Looked after Children Care Integration and performance · Early Intervention thereafter · Children’s Safeguarding · Commissioning Hub · Integrated Youth Support including · Major Health reconfiguration Youth Offender Service · Overview of Health and Wellbeing · Complex Needs Inclusion Board in promoting integration · Complex Needs SEN · Supporting People · School Provider Arm · Services for independent living – · Starting Life Well care on call, sheltered housing, · Transforming Learning supported tenancies · Skills and Work · Adult Safeguarding · BSF and Primary School Place · Integrated Teams Planning programmes · Provider Services
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· Partnerships and Commissioning · Personalisation and care (including the Children and Young management People’s Trust) · Asylum Seekers and Refugees · To scrutinise the council’s business · Welfare rights and debt advice plan and budget in this functional · To review and scrutinise any matter area. relating to the planning provision and operation of the health service in the Salford area. · To scrutinise the council’s business plan and budget in this functional area
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6 Representational Role of Councillors
6.1 In addition to council business, another significant part of the councillor’s time is the representational role they have with their constituents.
6.2 The survey asked councillors how much time they spend on community obligations (e.g. community committees/ community forums); engaging with constituents (e.g. home visits, ward walk-abouts); and dealing with constituents (e.g. enquiries/casework from and on behalf of constituents). The results from the survey are included in Table 8 below.
Table 8 - Proportion of Councillors Spending Over 15 hours per months on different aspects of community engagement
Proportion over 15 hours per month Community obligations (e.g. community 18% committees/ community forums) Engaging with constituents (e.g. home visits, 33% ward walk-abouts) Dealing with constituents (e.g. 42% enquiries/casework from and on behalf of constituents)
6.3 The results show that, although reacting to enquiries and casework is an important part of how councillors carry out their representational role, they also spend a significant amount of time proactively engaging with their communities. There is an increased expectation that councillors will attend a greater number of neighbourhood meetings. Councillors attend the Community Committees described in Section 3.4, but there are also lots more informal groups , such as residents’ groups, that councillors are expected to attend, and additional groups that request significant amounts of support from councillors on a more ad-hoc basis.
6.4 Councillors are also involved in community events. For example Eccles, Winton, and Irlam and Cadishead all have major festivals each year. Other events include The Pink Picnic, part of Salford’s Pride events, and the Big Day Out at the town hall. Councillors are invited to attend and sometimes speak at these events.
6.5 In terms of casework, half of all councillors are required to manage a caseload of at least 30 cases each month, with less than a third of councillors working on fewer than 20 cases each month. There are no significant differences between cabinet and non-cabinet members with regards the size of their caseloads, which requires Lead Members to balance casework with their portfolio related work.
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6.6 The councillors make themselves very accessible to the public through face to surgeries, emails, telephone calls, social media etc. There is little direct support to councillors in the management of their caseloads, however, they will liaise with officers, neighbourhood teams, and other agencies such as housing, as is appropriate.
6.7 The results from the survey reported very strongly that the way in which councillors represents their communities has changed over time. As mentioned previously, just less than 80% of councillors reported that the time they spend on council business has increased over recent years. Around half of these respondents talked about how the increased accessibility of the councillor had impacted on this. Technology such as social media, mobile phones and emails, has enabled the public to engage with their councillor, in a way that wasn’t pre viously possible. This is something that the Council has strived to develop and encourage, however, it places additional demands on the councillor’s time.
“As councillors we have made ourselves more accessible to our constituents via Facebook etc. If yo u create a service it will be used!”
“Have to give more time to residents, more time on case work, the case work has increased immeasurably.”
6.8 Of the 45 councillors who responded to the question, 78% said that they were spending more, or significantly more time communicating with their constituents via email, and 60% said that they were spending more, or significantly more time communicating via social media. Very few people said that they were spending less time communicating via any form of media.
6.9 Councillors also highlighted the impact that austerity has had on their constituents and how that has resulted in additional workload for them. Over half of councillors responding to the question, made reference to how the impact of austerity on the public has increased the time they spend of council business in recent years.
“Issues related to cuts to budgets and austerity, eg increased crime, problems with social care, increased fly tipping.”
“Austerity has significantly impacted Salford with us losing £19 8m (50%) of our budget since 2010. each year the decisions we have to make get harder and harder, the impact on communities becomes more and more visible and we are seeing more residents get in touch to complain about budget decisions, campaigning against consultations and decisions and this requires more time for lead members and councillors, having to agree comms statements, press releases, dealing with challenges over social media etc.”
6.10 Salf ord has a Youth Council and a Children’s Trust Board. The Lead Member for Children’s and Young People’s Services chairs the Children’s Trust Board which meets six times a year and is two hours long . The Board is young person lead and focused, and has some joint priorities with the Safeguarding Board such as the Start Well programme and Voice of the Child. It is a non-statutory Board. The majority of Salford councillors are local authority appointed school governors.
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7 The Future – Changing Role for Council and Councillors
Greater Manchester
7.1 There is £23billion of public spending in Greater Manchester which public sector organisations want to control locally. The devolution deals already agreed are progressing and drawing control to the region from central government. The Adult Education is due to be transferred this year and control of Children’s Services, Criminal Services and Housing monies is still to transfer. Greater control of public money in the region will mean that Members have more to oversee and make decisions on either through GMCA or as part of Scrutiny. New governance structures may be required with the increased executive functions.
7.2 In the autumn budget the Chancellor announced that Greater Manchester would be provided with an allocation of £243 million over four years as part of the Transforming Cities Fund. This funding will provide Greater Manchester with the flexibility to make strategic decisions on the priority transport projects, and help to improve connectivity and reduce congestion in the region.
7.3 As part of the agreement, the Government will also invest £28m in Housing First pilots in three areas across England, one of which will be in Greater Manchester. This will support rough sleepers with the most complex needs to turn their lives around.
7.4 The agreement outlines Government’s commitment to working with Greater Manchester to develop a local industrial strategy. This will be a long-term vision for growth, based on robust evidence and focused on raising productivity and earning power in the area. The Government and the GMCA have also committed to work together on a range of other policy areas. These include Trade and Investment, Housing, Skills, Offender Management, and Employment Support.
7.5 A new Greater Manchester Strategy was launched in October 2017 which sets out a set of clear priorities for the region, including:
· All children to start school ready to learn · Young people equipped for life · Good quality housing, and an end to rough sleeping · Greater Manchester to pioneer a positive vision for growing older
7.6 Called ‘Our People, Our Place’, the new Greater Manchester Strategy is a long term blueprint for the future of the 2.8m people who make up the region.
7.7 The plan looks at 10 priority areas which affect all Greater Manchester residents and details how life will be improved for all who live in the city-region, from being ready for school, to starting work and growing old, as well as everything else in between.
7.8 Salford is part of the Combined Authority which will deliver against these priorities.
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Growth and Working with Business
7.9 Salford’s ra pid rate of growth is expected to continue, with the current pipeline of development forecasted to bring a further £3.9 billion of private sector investment over the next eight years; creating up to 40,000 new jobs and 40,000 new homes by 2040 (1,800 more homes year on year to 2040). 15
7.10 The second phase of development in Salford Central, which is expected to bring a further £2.2 million a year in extra revenue. £200 million of capital investment will be made over the next 25 years to develop 352,000 square feet of new office space at 100 Greengate and Two New Bailey; creating an extra 3,000 jobs.
7.11 The re-location to Salford of leading multinational companies, including Kellogg’s moving its UK headquarters to MediaCityUK (420 jobs), magic circle law firm Fresh fields Bruckhaus Deringer becoming the anchor tenant of Salford’s new commercial district, New Bailey (450 jobs), and Swinton Insurance relocating its headquarters to 101 Embankment (950 jobs).
7.12 The launch of the Council’s own ethical housing development company (Dérive Ltd) as the first step towards building the city’s first council houses in decades. With £2 million already set aside, and more to come, this is a serious commitment to build the truly affordable housing Salford so desperately needs.
7.13 As has been discussed previously, working with businesses already in the city and encouraging new businesses to move to the city is increasingly a part of senior members’ time.
7.14 Salford City Council’s forthcoming inclusive economic growth and place making strategy will set out a clear framework for attracting investment and delivering new jobs and opportunities over the next few years. It is important that residents are connected to the opportunities generated through this growth and that the Council uses its influence to work with employers who are committed to giving something back in return – those who offer local jobs, look after their employees and pay them well.
7.15 More than 100 employers have signed up to the City Mayor ’s Employment Charter that encourages Salford based organisations to improve pay and conditions and ensure more local people benefit from local employment and training opportunities.
7.16 The City Council works with businesses such as Peel Land and Property, on expansion of MediaCityUK, with further investment of up to £1 billion secured to double its size by 2030. This will provide even more high skilled, high paid jobs in what is already one of the leading digital, creative and technology clusters in Europe.
7.17 The council is a partner of the Lan ding which is Salford’s super accelerator for digital businesses and a major asset in supporting innovation, business growth and collaboration amongst digital SMEs in the region.
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Council size submission May 2018
7.18 Salford has a clear ambition to become a Digital City and is strongly committed to ensuring everyone gets the most out of digital technology. As part of the city’s Digital Everyone Plan, the Council has linked up with Barclays to create the pioneering Digital Eagles programme to create a network of digital champions across the city. The Council is working closely with the Good Things Foundation to get almost 8,000 of the city’s most vulnerable and digitally excluded residents online and confident about using technology within the next two years.
Health and Social Care Integrated Commissioning
7.19 The City Council and Clinical Commissioning Group (CCG) share the long term goals of achieving better health outcomes for local residents, reducing health inequalities and delivering the Locality Plan ambitions of enabling people to Start Well, Live Well and Age Well. Salford City Council has been working jointly with Salford CCG to develop options for closer working, including shared commissioning decisions and arrangements including the integration of commissioning budgets for the totality of health and social care in Salford. Therefore, Salford City Council Cabinet and NHS Salford CCG Governing Body have agreed to build on the strong integration and partnership working arrangements already in place between the two organisations and have agreed in principle to create a new, single commissioning function for health and social care. This will facilitate councillors and local GPs to be able to make decisions about health and social care in the city together.
7.20 As the Council takes on greater responsibility with regards health and social care, the demands on councillors will also increase. Organisations such as the Integrated Care Organisation requires an equal number of councillors as health care professionals for governance purposes, and the Integrated Commissioning Joint Committee is co-chaired by the Statutory Deputy Mayor, alongside a health professional, and is also attended by a number of other cabinet members.
7.21 As integrated commissioning expands, these roles will demand more time and will require commitment from a greater number of councillors. For example there will also be a more significant remit around the scrutiny of health services when the Council shares responsibility for commissioning and procurement. New and additional scrutiny procedures will need to be developed to meet this need.
21st Century Councillor
7.22 North West Employers has worked with Birmingham University on a research project examining what the 21st Century Councillor should look like. The report examines what counci llors’ roles will be in the future in terms of the demands on councillors, the skills and attitudes they will need and how their support will need to change. Salford City Council is using the ethos of the 21st century councillor, outlined in the report, as good practice to develop the role and support to councillors in Salford. Members have committed to obtaining the Member Development Charter from North West employers and will be actively involved in the development and delivery of the work.
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7.23 The 21 st Century Councillor report outlines the changing demands on councillors due to the ongoing effects of austerity and changing expectations from the electorate, for example due to technological change. The report identified the increased need for community leadership from councillors, highlighting roles such as steward of place (partnership working in the locality) and sensemaker (translating a shift in the role of public services and between institutions and citizens).
7.24 The report comments that councillors are strongly rooted in their wards and localities. It goes on to say that “the pressure to integrate services, and to work at a regional level within combined authorities, is changing the scale of pace and challenging local identities. At the same time, the increasing diversity within services – delivered by a much wider range of partners – is challenging their ability to act as stewards of their places.”
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8 Conclusion and Recommendations
8.1 The city has seen significant population growth since the last boundary review, and will continue to see unprecedented growth in coming years. As the population grows, it brings with it increasing diversity in terms of affluence and poverty, ethnicity and faith groups. This is, and will continue to place increasing demands on the role of the councillor, as they seek to support growing and more diverse communities.
8.2 The city of Salford has transformed from its industrial past and has seen exceptional levels of growth and investment in its city centre, the Quays and Media City, and the Greater Manchester Western Gateway. However, this has required exceptional levels of commitment from members of the Cabinet, and backbench councillors, in order to attract and manage such significant developments.
8.3 In contrast to many other Local Authorities, Salford operates with a City Mayor who has overall responsibility for the delivery of council services. However he exercises his authority in a collegiate way and key decisions are taken by the City Mayor in consultation with the Cabinet. The City Mayor chairs the Cabinet, which consists of two Deputy City Mayors, and seven Lead Members. The City Mayor delegates much authority and expenditure decisions to the Cabinet. This approach stems in part from a political desire to truly democratise the approach to decision making, but also from necessity due to additional demands placed on the whole Council as a result of the Greater Manchester Combined Authority, devolution and the integration of health and social care.
8.4 The opportunities that devolution and integration bring are exciting, but also bring with them significant challenges. Salford member’s involvement in meetings such as the Greater Manchester Planning and Housing Commission, or Greater Manchester Police and Crime Panel, means that Salford is able to shape and influence significant budgets that have been devolved to Greater Manchester, however, this adds to an already pressured workload.
8.5 Equally, as the integration of health and social care progresses, it will provide opportunity for much improved outcomes for Salford residents, but will require a sea change in the role of the council as it shares the responsibility for a substantial increase in commissioning and procurement. This in turn will require a substantial increase in functions such as scrutiny, which will be carried out by members. In the coming years, as the council goes through this transition, there will be considerable demands placed on cabinet and backbench councillors, as the council simply plans and develops these new ways of working.
8.6 Regulatory requirements already place a substantial workload on the councillor, with much of the decision making authority delegated to Lead Members, and a requirement for backbench councillors to also support the processes. Although these processes can be onerous, councillor involvement in making key decisions and regulatory processes, ensures that residents are connected to the opportunities and developments, through their democratically elected representatives.
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8.7 Through the 21 st Century Councillor programme, Salford is striving to build and develop the role of the councillor as a community leader. The role of the councillor is changing. The survey and journal entries showed that austerity has transformed both the council itself, but also the lives of constituents, and the role of the councillor is adapting to the changing landscape. Councillors must work with growing numbers of community groups, to facilitate and support people to work alongside the council in a co-productive way, as traditional service delivery is forced to be cut back. One in five councillors, rising to one in four for Cabinet members, are spending at least 15 hours each month solely attending meetings such as community committees and forums. At the same time, councillors must support their constituents with growing numbers of issues arising from the impact of austerity, such as changes to the benefit system, housing and rents, and issues with employment. Over half of the councillors who took part in the survey said that austerity had caused an increase in their workload over recent years; the 21 st Century Councillor refers to this as ‘perma - austerity’. The survey demonstrated that half of all councillors are working on at least 30 cases each month, and for a third of councillors this equates to over 20 hours every month.
8.8 The changing way in which constituents communicate with councillors has also contributed to an increased workload. Councillors have become more available to constituents through email and social media, increasing the demand placed on councillors. As Salford’s young population continues to grow, this demand is only going to increase.
8.9 Salford City Council has, and will continue to work hard to improve and enrich the lives of people living in Salford. This submission has described some of the significant developments that the Council has achieved through a long history of partnership working with other public sector organisations, with the VCSE sector, with businesses, and with the people of Salford. For the Council to continue to make improvements, while facing the challenges of austerity and a rising population, and whilst navigating devolution and integration, the council recommends that the size of the Council should remain at 60 councillors across 20 wards (3 members per ward).
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Appendix 1 - Member Survey Questionnaire
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Local Government Boundary Review Councillor Survey
You and Your Role
* 1. Name:
* 2. How long have you been a Councillor with Salford City Council?
1 to 5 years 16 to 20 years
6 to 10 years Over 20 years
11 to 15 years
* 3. In addition to your role as a councillor, what other position(s) do you hold within the Council?
Lead Member
Executive Support
Scrutiny Chair
Committee Chair
None
Other (please state below)
1 * 4. Of which of the following are you a member?
Audit and Accounts Committee Licensing and Safety Regulatory Panel (Taxis)
Cabinet Licensing Panel (Premises)
Children's Scrutiny Panel Overview and Scrutiny Board
Community and Neighbourhoods Scrutiny Panel Planning and Transportation Regulatory Panel
Corporate Parenting Panel Procurement Board
Council Property / Regeneration Briefing
Electoral Matters Committee Salford Advisory Council for Religious Education
Employers Forum Salford Schools Forum
Growth & Prosperity Scrutiny Panel Standards Committee
Health and Adults Scrutiny Panel Traffic Advisory Panel
Health and Wellbeing Board Workforce Panel
Integrated Health and Care Commissioning Joint Committee None
Other (please specify)
* 5. Have you been appointed by the Council to any outside bodies e.g. school governor, supporting Greater Manchester Combined Authority?
Yes
No
2 Local Government Boundary Review Councillor Survey
* 6. You said you have been appointed by the Council to outside bodies – Please list the organisation(s) and role(s).
* 7. How many cases/issues do you deal with, on average, per month?
1 to 5 31 to 35
6 to 10 36 to 40
11 to 15 41 to 45
16 to 20 46 to 50
21 to 25 Over 50
26 to 30
8. How do you deal with your ward casework and what support do you receive?
3 Local Government Boundary Review Councillor Survey
How you spend your time as a Councillor
* 9. On average, how many hours per month do you spend on council (and political) business?
0 hours 1 to 5 hours 6 to 10 hours 11 to 15 hours 16 to 20 hours Over 20 hours
Attendance at Council Committees
e.g. Scrutiny, Licensing etc.
Attendance at other Council meetings
e.g. meetings with officers, working groups etc.
Time spent on party business
Attendance at external meetings (non-GM) where you have been appointed a representative by the Council
e.g. school governor, housing associations
Attendance at external meetings supporting the GM agenda
e.g. Greater Manchester Combined Authority, Transport for Greater Manchester
Community obligations
e.g. community committees/ community forums
Engaging with constituents
e.g. home visits, ward walk-abouts
4 0 hours 1 to 5 hours 6 to 10 hours 11 to 15 hours 16 to 20 hours Over 20 hours
Dealing with constituents
e.g. enquiries/casework from and on behalf of constituents
Preparing for meetings
Attending workshops, training, conferences
Travel related to Councillor business
Other activities (please specify)
* 10. Is the time you spend on council business what you expected when you became a councillor?
Yes
No - I spend more time on council business
No - I spend less time on council business
* 11. Has the time you spend on council business changed over recent years?
Yes - I spend more time on council business
Yes - I spend less time on council business
No
5 Local Government Boundary Review Councillor Survey
* 12. You said that the time you spend on Council business has changed, what do you think the reason is for this?
* 13. What aspect of your duties (council business and/or within the community) has changed the most over recent years?
* 14. What percentage of your time do you spend communicating with constituents?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Face to face
Telephone
Text
Letter
Social media
Newsletters
Meetings
Other (please specify)
6 * 15. Have you noticed any significant change in the amount of time you spend communicating via each of these methods in the last 12 months?
Spending Spending significantly more significantly less time Spending more time Spending less time time No change
Face to face
Telephone
Text
Letter
Social media
Newsletters
Meetings
Other (please specify)
* 16. Do you feel that the balance above is right for you to communicate effectively with your constituents?
Yes
No
Why do you think this?
7 Local Government Boundary Review Councillor Survey
Anything else?
17. Is there anything else about your experience as a Salford Councillor that might be relevant to the council’s submission on council size?
8 Local Government Boundary Review Councillor Survey
Questions about you
As part of the submission to the Local Government Boundary Commission, information will be included regarding the extent to which councillors reflect the diversity of our communities. You are not required to complete this section and please note that this information will be collated separately from your survey responses, however, by providing this information you will assist the Council to provide as much information as possible to the LGBCE.
18. With which gender do you identify?
Woman (including trans woman)
Man (including trans man)
Other (please specify)
19. Do you identify with the gender you were assigned at birth? (e.g. male or female)
Yes
No
20. What is your age?
18 to 24 years 55 to 64 years
25 to 34 years 65 to 74 years
35 to 44 years 75 or older
45 to 54 years
21. What is your ethnic group?
9 22. Do you consider yourself to be a disabled person?
Yes
No
Prefer not to say
Please use this space if you would like to give more information
23. How would you describe your sexuality?
Lesbian Heterosexual / Straight
Gay Prefer not to say
Bi-sexual
Other (please specify)
24. Do you identify with any religion or belief?
Yes
No
Prefer not to say
25. If yes, please tell us your faith or religion
Christian (Including Church of England / Catholic / Protestant Jewish and all other Christian denominations) Muslim Buddhist Atheist Hindu
Sikh
Other (please specify)
10 Council size submission May 2018
Appendix 2 – Forecasting Technical report Forecasting Technical Report - Council size submission May 2018
Forecasting Technical Report
To support the submission on council size, to be submitted to the local Government Boundary Commission for England
1 Forecasting Technical Report - Council size submission May 2018
1 Introduction ...... 3
2 Population Growth in Salford ...... 4
3 Methodology ...... 4
4 Calculations ...... 6
5 Key factors of population change ...... 7
6 Checks ...... 8
7 Caveats and compromises ...... 9
Appendices ...... 10
8 Appendix 1: Population and electorate in 2017 ...... 10
9 Appendix 2: Variance from the average in 2017 ...... 12
10 Appendix 3: Population and electorate in 2024 ...... 15
11 Appendix 4: Variance from the average by 2024 ...... 17
12 Appendix 5: Polling district level: 2024 population and electorate ...... 18
13 Appendix 6: Residential pipeline ...... 23
2 Forecasting Technical Report - Council size submission May 2018
1 Introduction
This paper sets out the background and methodology used to project the electorate within Salford to support the ward boundary review.
Salford is a growing city. Following decades of population decline, the turn of the century saw a reversal with an average annual growth of 1% since 2002. The city’s population now stands at almost a quarter of a million people, the largest number since the 1970s. Population growth has gone hand-in-hand with economic growth. Many of the new residents have settled in the East of the city, around the regeneration of Salford Quays within the Ordsall ward and taking advantage of its proximity to Manchester City Centre. Much of the new housing development in and around the Quays has been in the form of high rise apartment buildings providing accommodation for young professional couples and singles, many of whom are recent graduates from one of the three universities in Central Manchester. Virtually all of the recent population growth is associated with young adults.
This asymmetric growth in the population of the city, in terms of both age and geography, has lead to the need for a new approach to projection the future population at the level of wards. Salford City Council previously relied solely on the Office for National Statistics (ONS) sub-national population projections1 (SNPP), which it apportioned across wards based on the latest population size and age structure. This approach was sufficient during periods of low and relatively uniform growth, however it has become increasingly less valid in recent years.
This was not the only issue identified locally with the reliance on the SNPP. The approach taken by the ONS uses current population along with assumptions about fertility, mortality and migration. These assumptions are based on recent trends and the methodology is applied across all areas in England with the sum total for all districts constrained to the national projection figure. The growth in Salford is atypical for several reasons; firstly it is concentrated in a relatively small geographical area and secondly it differs from historic trends in terms of both scale and demographics. Further, the SNPP approach does not incorporate expected future housing growth in the model. Given the extensive and continued level of development around Ordsall it was acknowledged locally that past trends would not adequately predict the magnitude of future growth.
1 https://www.ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationprojectio ns/datasets/localauthoritiesinenglandtable2
3 Forecasting Technical Report - Council size submission May 2018
2 Population Growth in Salford
Since 2002 the population of Salford has grown every year according to official ONS estimates. Further official projections suggest that growth will continue in the forthcoming years, albeit at a slowing rate. The charts below show the census population for 2001 and 2011 along with the intercensal mid-year population estimates (MYE) and the most recent SNPPs based on 2012 and 2014 MYEs respectively. These charts not only show that the population is growing, but that each update shows a higher population and faster growth than previous ones. For example in 2012 it was projected by the ONS that the Salford population would reach 247,300 by 2016, two years later a revised projection for 2016 raised it to 247,900 and the latest population estimate for 2016 puts the figure even higher at 248,100. Despite these revisions local data suggests this is still an undercount. It is agreed that there are now more people living in the city than there have been in almost 40 years and the population will continue to increase.
Figure 1: Salford Population Estimates and Projections, Source: ONS Population of Salford 2001 to 2024 Population Growth in Salford Source: ONS Source: ONS 270 1.8 1.6 260 1.4
1.2 Thousands 250 1.0 0.8 240 0.6
0.4 Population
230 0.2 Percentage Percentage Growth 0.0 220 -0.2 -0.4 210
Mid Year Estimate Census 2012-based SNPP 2014-based SNPP Mid Year Estimate 2012-based SNPP 2014-based SNPP
3 Methodology
In 2017, prior to the triggering of the boundary review, Salford City Council identified a need for a more sophisticated approach to population forecasting to better account for the rapidly changing demographic profile of the city. Following a review of available options in 2017 the authority invested in POPGROUP 2.
POPGROUP is a suite of demographic software developed to generate population, household, labour force and other derived projections for specified geographical areas and/or population groups. It has been developed over the last two decades, initially to meet the need for local forecasting.
This software has enabled Salford to better understand how much the population is likely to grow in future years, while better quality local data has allowed us to estimate where, and understand how. By including the very latest data on housing developments, which has been the key driver of Salford recent growth, we can give a more detailed, informed and contemporary picture of the local and future population of the city overall and the different areas of the city.
2 http://www.edgeanalytics.co.uk/popgroup.php
4 Forecasting Technical Report - Council size submission May 2018
By employing the same ‘cohort component’ model used by ONS for the biennial sub - national population projections POPGROUP allows users to specify the population that is being forecast, to adjust the components of change (births, deaths, migration) based on local knowledge. Examples of why these may differ across a local authority include, large student populations that have lower fertility rates than other residents of similar age (fewer births); new housing development comprising 3 and 4 bedroom houses on brownfield site (higher inward migration of families); demolition of 1960s tower blocks (higher outward migration).
The diagram below shows a simplified picture of how this model works. For each age/sex group the change due to deaths and migration (inward and outward) are calculated, everyone remaining is aged by one year then births are added based on the fertility rate of women of child-bearing age in the area, to give the new population. The only exception to this are the “special populations” such as p risoners and students, a large proportion of whom are replaced by different people of a similar age the following year. This new population then becomes the starting point and the process is repeated for each subsequent year in turn.
Figure 2: Diagram showing cohort component model of population change.
The inputs and calculations within POPGROUP are the same as that used by the ONS to produce the SNPP, the differences are in scale and flexibility.
Specifically, rates of future births, deaths and most relevantly migration can be adjusted to reflect local knowledge. In Salford we have adjusted the migration levels in local areas to account for new housing developments and internal movement, and fertility rates to account for different populations and family size.
Salford’s model uses a range of data sources, both published and administrative. This model accounts for current and future housing development, variations in fertility rates, increased life expectancy and internal flows of people across the city.
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4 Calculations
POPGROUP allows for up to 40 geographical subdivisions in the calculations. Salford’s forecasting model uses all of this capability with the 40 areas built up from administrative data areas. To best capture the different population dynamics across the city the areas were created to maximise homogeneity with larger geographical areas in those parts of the city with stable populations and smaller areas i.e. more subdivisions in the areas of high growth and greatest flux.
To ensure a consistent output, the population projected for each individual geographical subdivision is constrained to the overall projected population of the city.
A key component of the calculations is the use of sociodemographic profiles of households across Salford to understand the key characteristics of the population. Salford has used MOSAIC data extensively in developing the population forecast model, particularly in relation to identifying households associated with students and recent graduates. Sense checking data at household level, ensuring that numbers of adults are not undercounted, that larger communal populations are being accounted for, and that the categorisation of special population is being applied to the right geographies, is a vital part of the calculations. The end result is a population growth exceeding 2% per year, meaning the adult population is expected to reach 200,000 by 2024.
Data from the model can be recombined into a range of different geographies. For the purpose of the Ward Boundary Review the principle unit is the polling district.
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5 Key factors of population change
Housing Development in Salford: The following map (Map 1) shows Salford’s housing and economic land availability assessment (HELAA) sites 3. In the next five years the HELAA identifies 2,734 new houses and 14,960 new apartments. The vast majority of these apartments (11,828 or 79%) are located in Ordsall ward (detail).
Map 1: HELAA sites is Salford (2017), Source: Salford City Council
Developable sites for: Sites not developable for:
Internal migration: Whilst growth in the East of the city has been the biggest driver of demographic change it is not the only one. Use of administrative data (including council tax, child health data, school census) a pattern of westward migration has been evidenced. Some of this migration has resulted in families leaving Salford and settling in neighbouring boroughs, whilst other families have moved to the more suburban wards within Salford.
Increased life expectancy: There is a great deal of variation in the life expectancy of people in Salford. A two mile stretch of the Bridgewater canal sees life expectancy for women decline from an average 84.8 years in Worsley Green to 73.8 years in Patricroft. However life expectancy across the city has risen for men and women. One result of this is fewer deaths and an ageing population. This affects the figures for one of the other components of change, mortality. Through access to the Primary Care Mortality Database we are able to track changes to mortality rates and life expectancy at a local level.
3 https://map.salford.gov.uk/maps/helaa/
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Fertility rates: There is considerable variation in fertility rates across the city. For example in Higher Broughton the general fertility rate (GFR) for 2016 was 164 per 1,000 women aged 15-44, compared to a rate of 13 per 1,000 in the similar sized Chapel Street / Blackfriars area of central Salford, a short distance away. This lower birth rate is more representative of the incoming population around Ordsall. National evidence from MOSAIC shows these households are having fewer children, typically later in life, with the majority moving to more suburban homes to start families. This is also supported by local data showing patterns of maternities, births and finally school place registration, which supports westward migration of families with young children. The model uses birth data to calculate local fertility rates and trends, which in turn are used to calculate projections of future births.
Voter registration rates: To turn the population forecasting into electorate forecasting Salford has looked in detail at the electoral roll, and the trends in registration within different groups in Salford. This has been done at household level to ensure the integrity of the data, and to uncover variations by age, area, and socio-demographic group. The model applies what we know about registration rates to the population forecasts in order to estimate the number of voters from the adult population in 2024.
6 Checks
Quality assurance is vital to ensuring the projections produced by the Salford model meet the objective of providing a reliable picture of the city over the forthcoming years. The outputs from the model will be revised regularly as new input data is made available. Comparisons have been made to experimental population estimates4 produced the ONS based on administrative data sources. The increased growth estimated by the Salford model is corroborated by these. The forecast outputs have also been compared to other datasets, including local pupil place planning projections, council tax, and the electoral roll. These provide support for the estimated level of internal movement.
4 https://www.ons.gov.uk/census/censustransformationprogramme/administrativedatacensusproject/ methodology/methodologyofstatisticalpopulationdatasetv20
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7 Caveats and compromises
Population forecasting attempts to apply a degree of formal and systematic rigour to the unknown. Sometimes that evidence may not be sufficient or the picture may evolve over time. Houses that are planned may not get built, houses that are built may not get filled. Changes to the economy may make an area more or less desirable or more or less affordable. The wider political climate can also affect population dynamics, for example by impacting levels of international migration. Currently around 25% of the incoming population are from other countries in the European Union; however over 50% are UK nationals, with most of these coming from local cities. The main driver for local growth is the pool of university students in central Manchester and Salford that receives circa 13,000 fresh students every year. These numbers are expected to remain at this level or beyond over the next decade, regardless of other changes to migration. Over the next few years Salford will complete over 4,000 new homes a year, which is half of the housing growth in Greater Manchester. All these factors can impact on how the population changes. The Salford model acknowledges these uncertainties but they cannot be entirely eliminated.
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Appendices
8 Appendix 1: Population and electorate in 2017
The estimated 2017 total population and the 2017 population aged 18 and over are shown in Table 1 alongside the electorate for December 2017. The average 2017 ward population is 12,887, average 2017 population aged 18 and over is 10,139, and the average 2017 ward electorate is 8,843. This gives a ratio of around nine electors to every 10 residents aged 18 and over.
Table 1: Population by ward and registration rates in 2017 Ward Population Population aged 2017 % Election 2017 18+ 2017 published Roll in electorate 2017 Barton 13,277 10,215 9,158 89.7 Boothstown & 8,255 7,644 Ellenbrook 10,262 92.6 Broughton 16,625 11,386 10,052 88.3 Cadishead 11,776 9,134 8,193 89.7 Claremont 10,987 9,255 8,355 90.3 Eccles 12,191 10,104 9,268 91.7 Irlam 10,207 7,753 6,989 90.1 Irwell Riverside 11,493 10,394 8,038 77.3 Kersal 13,931 9,728 8,657 89.0 Langworthy 13,162 10,703 9,057 84.6 Little Hulton 14,589 10,388 9,280 89.3 Ordsall 21,095 18,269 12,513 68.5 Pendlebury 13,274 10,335 9,050 87.6 Swinton North 12,242 9,553 8,515 89.1 Swinton South 12,101 9,371 8,398 89.6 Walkden North 12,881 9,809 9,078 92.5 Walkden South 11,113 9,008 8,043 89.3 Weaste & Seedley 12,373 10,193 9,298 91.2 Winton 13,002 9,904 9,071 91.6 Worsley 11,163 9,027 8,196 90.8 SALFORD 257,746 202,784 176,853 87.2 Source: Salford City Council, Salford Population Growth Model 2018
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The electorate and the population aged 18 and over are mapped to illustrate the concentration of more populated wards in central Salford (Map 2), compared to the wards with higher numbers of electorate (Map 3), and the total population by ward (Map 4).
Map 2: Estimated population aged 18 and over by ward in 2017
Map 3: Published electorate by ward in 2017
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Map 4: Total population at 2017 by ward
9 Appendix 2: Variance from the average in 2017
According the Boundary Comm ission’s definition, variance from average is significant if more than 30% of an authority’s wards have an electoral imbalance of more than 10% from the average for that authority; and/or it has one ward with an electoral imbalance of more than 30%. Salford had a ward average of 8,843 electors in 2017 but there were a number of wards that were considerably above or below average.
Figure 3 shows the variance from the city’s ward average (shown by a magenta line) for Salford’s electorate at 2017 with the dar ker shades of green/ brown indicating where a significant level of variance occurs.
Electoral imbalance exists in four wards, two with variance that is more than 10% above average (Ordsall 41.5%, Broughton 13.7%) and two which are 10% below average (Irlam -21.0%, Boothstown & Ellenbrook -13.6%).
The current ward of Ordsall has the greatest variance from the average electorate in 2017 and as such meets the definition of 30% variance from average set out by the Boundary Commission.
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Figure 3: Electorate by size of ward, 2017, Source: Salford City Council
Map 5 shows the variance from the city’s ward average for Salford’s electorate at 2017 with the darker shades of green/ brown indicating where a significant level of variance occurs. Wards with a number of electors that is significantly above the ward average (green) tend to be in Central Salford, while wards with a number of electors that is significantly below the ward average (brown) tend to be in West Salford.
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Map 5: Percentage variance from average ward size 2017
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10 Appendix 3: Population and electorate in 2024
Table 2 shows the estimated population in 2024, the population aged 18 and over, and an estimate of electorate numbers.
Table 2: Projected ward population and electorate in 2024 Ward Total Adult Electorate population population 2024 2024 (age 18+) 2024 Barton 14,448 10,996 9,458 Boothstown & Ellenbrook 11,147 8,870 8,216 Broughton 18,178 12,308 10,267 Cadishead 12,552 9,573 8,668 Claremont 11,633 9,680 8,763 Eccles 13,015 10,662 9,344 Irlam 10,867 8,100 7,430 Irwell Riverside 15,556 14,325 11,670 Kersal 14,945 10,235 8,954 Langworthy 14,427 11,655 9,562 Little Hulton 15,765 11,000 9,835 Ordsall 36,325 33,139 26,184 Pendlebury 14,527 11,136 9,983 Swinton North 13,112 10,010 9,003 Swinton South 13,032 9,882 8,849 Walkden North 14,247 10,763 9,549 Walkden South 12,454 10,066 9,215 Weaste & Seedley 13,303 10,845 9,582 Winton 13,914 10,421 9,261 Worsley 11,907 9,485 8,691 SALFORD 295,354 233,151 202,484 Source: Salford City Council, Salford Population Growth Model 2018
The forecast electorate for 2024 is 202,484.
The average 2024 ward population for all ages is estimated at 14,768 and the ward average for those aged 18 and over is 11,658. The average ward size of the electorate by 2024 is 10,124 based on the current 20 wards.
The ward distribution of the population aged 18 and over and the expected electorate at 2024 are illustrated in Map 6 and Map 7, highlighting that wards around the city centre have the highest number of adult population and electors.
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Map 6: Estimated population aged 18 and over by ward in 2024
Map 7: Estimated electorate by ward in 2024
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11 Appendix 4: Variance from the average by 2024
The forecast electorate in each ward and the extent to which each ward total is above or below the city average is shown in Table 3, with those with variance from the average of +/- 10% indicated in green for above average and brown for below average. Of the current 20 wards, in 2014 two wards would be more than 10% above average (one being substantially above) and eight would be 10% below the average. As such, this meets the Boundary Commission’s definition of significant variance from average, as 50% of S alford’s wards (the threshold is 30%) are estimated to have an electoral imbalance of more than 10% from the average as well as having two wards (the threshold is one) with an electoral imbalance of more than 30%.
Table 3: Estimated electorate and variance at 2024 Ward Electorate 2024 Variance from ward average in 2024 Barton 9,458 -6.6% Boothstown & Ellenbrook 8,216 -18.8% Broughton 10,267 1.4% Cadishead 8,668 -14.4% Claremont 8,763 -13.4% Eccles 9,344 -7.7% Irlam 7,430 -26.6% Irwell Riverside 11,670 15.3% Kersal 8,954 -11.6% Langworthy 9,562 -5.6% Little Hulton 9,835 -2.9% Ordsall 26,184 158.6% Pendlebury 9,983 -1.4% Swinton North 9,003 -11.1% Swinton South 8,849 -12.6% Walkden North 9,549 -5.7% Walkden South 9,215 -9.0% Weaste & Seedley 9,582 -5.4% Winton 9,261 -8.5% Worsley 8,691 -14.2% SALFORD average 10,124 0.0% Source: Salford City Council, Salford Population Growth Model 2018
Map 8 shows the variance from the city’s ward average for Salford’s electorate at 2024 with the darker shades of green/ brown indicating where a significant level of variance occurs. Wards with a number of electors that is significantly above the ward average (green) tend to be in Central Salford, while wards with a number of electors that is significantly below the ward average (brown) are mostly in West Salford.
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Map 8: Projected ward electorate % variance by ward in 2024
12 Appendix 5: Polling district level: 2024 population and electorate
Table 4 shows the published electorate by polling district at 2017 and the 2017 population aged 18+ based on the proportions of a ward’s 2017 electorate in each polling district. The electorate and population aged 18 and over at polling district level in 2024 is calculated using the distribution of new housing (taken from SHLAA, Nov 2017) in each polling district.
Table 4: Published electorate by polling district in 2017 and estimate for 2024 Ward Electoral Population Published Adult Electorate District aged 18+ electorate population 2024 (ED) 2017 2017 (age 18+) 2024 Barton No 1 DA 987 897 1,030 940 Barton No 2 DB 2,801 2,654 3,033 2,639 Barton No 3 DC 1,885 1,611 1,993 1,666 Barton No 4 DD 1,707 1,560 1,817 1,542 Barton No 5 DE 1,281 1,159 1,336 1,172 Barton No 6 DF 489 420 510 459 Barton No 7 DG 1,064 857 1,276 1,039 Barton 10,214 9,158 10,995 9,457
Boothstown & Ellenbrook No 1 MA 2,900 2,656 3,053 2,840 Boothstown & Ellenbrook No 2 MB 1,385 1,139 1,445 1,201 Boothstown & Ellenbrook No 3 MC 1,194 1,079 1,250 1,150 Boothstown & Ellenbrook No 4 MD 1,354 1,270 1,443 1,357
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Boothstown & Ellenbrook No 5 ME 1,422 1,500 1,678 1,668 Boothstown & Ellenbrook 8,255 7,644 8,869 8,216
Broughton No 1 OA 1,710 1,535 1,784 1,410 Broughton No 2 OB 795 644 1,093 872 Broughton No 3 OC 811 847 846 745 Broughton No 4 OD 2,456 2,084 2,649 2,159 Broughton No 5 OE 816 740 852 734 Broughton No 6 OF 967 814 1,009 848 Broughton No 7 OG 820 699 855 707 Broughton No 8 OH 876 785 971 897 Broughton No 9 OI 391 346 408 346 Broughton No 10 OJ 892 705 931 697 Broughton No 11 OK 851 853 909 842 Broughton 11,385 10,052 12,307 10,257
Cadishead No 1 AA 2,257 1,945 2,357 2,043 Cadishead No 2 AB 1,807 1,614 1,890 1,712 Cadishead No 3 AC 1,117 989 1,201 1,034 Cadishead No 4 AD 1,011 994 1,055 1,045 Cadishead No 5 AE 953 863 994 926 Cadishead No 6 AF 1,990 1,788 2,076 1,908 Cadishead 9,135 8,193 9,573 8,668
Claremont No 1 SA 1,702 1,474 1,776 1,584 Claremont No 2 SB 2,183 2,095 2,299 2,215 Claremont No 3 SC 3,268 2,877 3,412 3,023 Claremont No 4 SD 2,103 1,909 2,194 1,940 Claremont 9,256 8,355 9,681 8,762
Eccles No 1 EA 3,678 3,151 3,858 3,264 Eccles No 2 EB 1,497 1,440 1,571 1,424 Eccles No 3 EC 1,116 1,075 1,165 1,092 Eccles No 4 ED 1,375 1,228 1,469 1,261 Eccles No 5 EE 1,796 1,847 1,883 1,710 Eccles No 6 EF 642 527 716 592 Eccles 10,104 9,268 10,662 9,343
Irlam No 1 BA 902 739 947 813 Irlam No 2 BB 2,365 2,108 2,467 2,269 Irlam No 3 BC 2,325 2,109 2,429 2,209 Irlam No 4 BD 2,161 2,033 2,256 2,139 Irlam 7,753 6,989 8,099 7,430
Irwell Riverside No 1 RA 1,476 1,102 1,601 1,163
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Irwell Riverside No 2 RB 951 825 992 839 Irwell Riverside No 2 RC 726 532 1,018 897 Irwell Riverside No 4 RD 369 289 537 399 Irwell Riverside No 5 RE 1,921 1,335 2,616 1,969 Irwell Riverside No 6 RF 1,294 982 1,640 1,397 Irwell Riverside No 7 RG 630 396 1,020 813 Irwell Riverside No 8 RH 276 231 288 247 Irwell Riverside No 9 RI 1,366 973 2,916 2,444 Irwell Riverside No 10 RJ 176 272 434 350 Irwell Riverside No 11 RK 1,209 1,101 1,261 1,149 Irwell Riverside 10,394 8,038 14,323 11,667
Kersal No 1 NA 2,191 1,965 2,286 2,027 Kersal No 2 NB 312 276 326 255 Kersal No 3 NC 2,971 2,570 3,117 2,686 Kersal No 4 ND 3,281 2,965 3,485 3,114 Kersal No 5 NE 596 528 626 522 Kersal No 6 NF 378 353 394 351 Kersal 9,729 8,657 10,234 8,955
Langworthy No 1 QA 1,670 1,620 1,812 1,446 Langworthy No 2 QB 485 408 554 496 Langworthy No 3 QC 994 770 1,037 819 Langworthy No 4 QD 1,480 1,355 1,547 1,293 Langworthy No 5 QE 978 900 1,020 968 Langworthy No 6 QF 222 56 583 396 Langworthy No 7 QG 298 267 311 280 Langworthy No 8 QH 2,008 1,612 2,102 1,696 Langworthy No 9 QI 712 617 743 640 Langworthy No 10 QJ 932 676 986 725 Langworthy No 11 QK 922 776 962 803 Langworthy 10,701 9,057 11,657 9,562
Little Hulton No 1 LA 1,768 1,415 1,845 1,536 Little Hulton No 2 LB 1,865 1,762 2,025 1,974 Little Hulton No 3 LC 1,828 1,659 1,906 1,674 Little Hulton No 4 LD 755 622 787 656 Little Hulton No 5 LE 799 686 920 812 Little Hulton No 6 LF 821 764 857 747 Little Hulton No 7 LG 1,689 1,501 1,761 1,578 Little Hulton No 8 LH 862 871 900 860 Little Hulton 10,387 9,280 11,001 9,837
Ordsall No 1 PA 3,429 2,775 5,581 4,733 Ordsall No 2 PB 1,668 860 4,356 3,221
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Ordsall No 3 PC 3,682 3,000 5,324 4,616 Ordsall No 4 PD 1,653 1,382 1,729 1,452 Ordsall No 5 PE 3,685 1,831 8,219 6,116 Ordsall No 6 PF 4,153 2,665 7,929 6,046 Ordsall 18,270 12,513 33,138 26,184
Pendlebury No 1 GA 1,460 1,248 1,734 1,499 Pendlebury No 2 GB 545 504 568 527 Pendlebury No 3 GC 1,011 939 1,126 1,061 Pendlebury No 4 GD 1,257 1,054 1,311 1,150 Pendlebury No 5 GE 2,116 1,837 2,207 1,934 Pendlebury No 6 GF 813 704 919 866 Pendlebury No 7 GG 1,706 1,531 1,780 1,641 Pendlebury No 8 GH 1,426 1,233 1,490 1,304 Pendlebury 10,334 9,050 11,135 9,982
Swinton North No 1 HA 1,847 1,590 1,931 1,674 Swinton North No 2 HB 1,703 1,456 1,777 1,549 Swinton North No 3 HC 965 926 1,007 965 Swinton North No 4 HD 1,077 972 1,123 994 Swinton North No 5 HE 1,277 1,192 1,332 1,247 Swinton North No 6 HF 2,256 2,010 2,393 2,196 Swinton North No 7 HG 429 369 447 378 Swinton North 9,554 8,515 10,010 9,003
Swinton South No 1 FA 1,380 1,207 1,446 1,282 Swinton South No 2 FB 1,366 1,109 1,443 1,196 Swinton South No 3 FC 750 694 783 727 Swinton South No 4 FD 1,089 1,031 1,136 1,046 Swinton South No 5 FE 1,162 972 1,212 1,030 Swinton South No 6 FF 1,557 1,386 1,704 1,544 Swinton South No 7 FG 947 943 991 963 Swinton South No 8 FH 1,120 1,056 1,167 1,062 Swinton South 9,371 8,398 9,882 8,850
Walkden North No 1 KA 2,028 1,767 2,129 1,837 Walkden North No 2 KB 1,873 1,736 1,941 1,732 Walkden North No 3 KC 2,874 2,503 3,404 3,047 Walkden North No 4 KD 2,008 1,791 2,094 1,825 Walkden North No 5 KE 1,025 1,281 1,195 1,109 Walkden North 9,808 9,078 10,763 9,550
Walkden South No 1 JA 1,330 1,115 1,401 1,206 Walkden South No 2 JB 1,681 1,460 1,922 1,790 Walkden South No 2 JC 1,477 1,343 1,640 1,514
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Walkden South No 4 JD 1,166 967 1,235 1,091 Walkden South No 5 JE 1,306 1,253 1,363 1,354 Walkden South No 6 JF 1,444 1,371 1,862 1,675 Walkden South No 7 JG 604 534 644 584 Walkden South 9,008 8,043 10,067 9,214
Weaste & Seedley No 1 TA 937 754 1,018 831 Weaste & Seedley No 2 TB 625 538 654 528 Weaste & Seedley No 3 TC 815 724 850 679 Weaste & Seedley No 4 TD 1,967 1,888 2,110 1,798 Weaste & Seedley No 5 TE 1,927 1,761 2,030 1,799 Weaste & Seedley No 6 TF 1,864 1,777 2,037 2,021 Weaste & Seedley No 7 TG 1,544 1,395 1,611 1,472 Weaste & Seedley No 8 TH 513 461 536 454 Weaste & Seedley 10,192 9,298 10,846 9,582
Winton No 1 CA 1,056 947 1,103 957 Winton No 2 CB 1,999 1,771 2,088 1,781 Winton No 3 CC 2,022 2,026 2,195 2,020 Winton No 4 CD 1,105 1,003 1,152 1,046 Winton No 5 CE 893 620 932 664 Winton No 6 CF 643 620 671 613 Winton No 7 CG 1,011 986 1,055 1,047 Winton No 8 CH 744 738 776 768 Winton No 9 CI 430 360 449 365 Winton 9,903 9,071 10,421 9,261
Worsley No 1 IA 385 334 402 339 Worsley No 2 IB 2,148 1,934 2,251 2,031 Worsley No 3 IC 1,082 894 1,143 980 Worsley No 4 ID 1,660 1,504 1,733 1,555 Worsley No 5 IE 1,075 1,040 1,127 1,120 Worsley No 6 IF 2,048 1,897 2,155 2,043 Worsley No 7 IG 629 593 674 623 Worsley 9,027 8,196 9,485 8,691 Source: Salford City Council, 2018; Salford Population Growth Model 2018 NB: City total numbers may not match due to rounding error
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13 Appendix 6: Residential pipeline
The electorate forecast considers the forecast residential pipeline. This is based on housing supply data from Salford's draft Strategic Housing Land Availability Assessment (HELAA). The data offers a snapshot of the city's pipeline in 2017 and is subject to change based on a range of external factors, many of which are outside the council's control.
The forecast considers residential schemes which are: · under construction, · sites with planning permission where work hasn't yet started, · sites with planning allocation for housing use, · windfall sites which have the potential to accommodate residential development over the next 7 years
The majority of schemes that are expected to be delivered during 2017-2024 have already been given permission, with most of these under construction. There were just over 8,000 dwellings under construction as of April 2017, and these have been given the expected completion date as the end of 2019. There are just under 8,000 others with full permission, with these given an expected completion date as the end of 2021. As of April 2018, the total amount of other allocations that did not have full permission but are outlined as potential developments before 2022 was just under 4,000. It is expected that over the coming years, this will fall into line with the previous biannual totals of around 8,000, as more developments currently outlined for 2022-24 are given full permission.
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Table 5 shows the current number of planned and allocated residential developments by ward from 2017 to 2024.
Table 5: Residential pipeline housing schemes 2017-2024, Source: Salford City Council, 2018 Ward By 2019 By 2021 By 2023 Barton 92 61 3 Boothstown & Ellenbrook 1 113 32 Broughton 197 40 - Cadishead 8 13 8 Claremont 14 6 72 Eccles 126 202 - Irlam - 10 - Irwell Riverside 1,277 1,174 80 Kersal 29 51 - Langworthy 131 6 282 Little Hulton - 171 55 Ordsall 5,761 5,658 2,673 Pendlebury 129 96 148 Swinton North 22 3 8 Swinton South 12 11 100 Walkden North 89 2 316 Walkden South 344 124 24 Weaste & Seedley 41 185 20 Winton - 12 49 Worsley 5 34 - SALFORD 8,278 7,972 3,870
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